CHAPTER 1: - Spisys IDP REVISED 2016 - 2017.docx · Web viewResidents will have direct access to basic minimum services and a culture of pay for services must be promoted. Special

KAROO HOOGLAND MUNICIPALITY NC066REVISED INTEGRATED DEVELOPMENT PLAN 2016 – 2017

KAROO HOOGLANDMUNICIPALITY

REVISED INTEGRATED DEVELOPMENT PLAN (IDP)

2016-2017

REVISED IDP APPROVED BY COUNCIL INTERMS OF COUNCIL RESOLUTION:ITEM 10.1 (30 MARCH 2016)

TABLE OF CONTENTS

CHAPTER ONE: INTRODUCTION

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1.1 FOREWORD BY THE MAYOR……………………………………………………………………………9

1.2 FOREWORD BY THE MUNICIPAL MANAGER………………………………………………………...9

1.3 INTRODUCTION AND BACKGROUND………………………………………………………………....9

1.4 LEGAL FRAMEWORK…………………………………………………………………………………….10

1.5 SERVICE DELIVERY OVERVIEW ……………………………………………………………………...10

1.6 STRATEGIC APPROACH…………………………………………………………………………………13

CHAPTER TWO: PLANNING PROCESS

2.1 INSTITUTIONAL ARRANGEMENTS/ROLES & RESPONSIBILITIES……………………………….14

2.2 IDP STEERING COMMITTEE……………………………………………………………………………14

2.3 IDP REPRESENTATIVE FORUM……………………………………………………………………….14

2.4 PROCESS OVERVIEW…………………………………………………………………………………..15

2.4.1 PREPARATION FOR THE PROCESS……………………………………………………...15

2.4.2 PHASE 1: ANALYSIS…………………………………………………………………………16

2.4.3 PHASE 2: STRATEGIES……………………………………………………………………..16

2.4.4 PHASE 3: PROJECTS………………………………………………………………………..16

2.4.5 PHASE 4: INTEGRATION………………………………………………………………….…17

2.4.6 PHASE 5: APPROVAL………………………………………………………………………...17

2.5 GOVERNANCE…………………………………………………………………………………………….17

2.5.1 POLITICAL GOVERNANCE……………………………………………………………….….18

2.5.2 ADMINISTRATIVE GOVERNANCE………………………………………………………….19

2.5.3 INTERGOVERMENTAL RELATIONS…………………………………………………….…19

2.5.4 PUBLIC ACCOUNTABILITY AND PARTICIPATION……………………………………...19

2.5.5 RISK MANAGEMENT…………………………………………………………………………20

2.5.6 ANTI CORRUPTION AND FRAUD………………………………………………………….21

2.5.7 SUPPLY CHAIN MANAGEMENT…………………………………………………………...21

2.5.8 BY LAWS……………………………………………………………………………………….21

2.5.9 WEBSITES……………………………………………………………………………………..21

2.5.10 PUBLIC SATISFACTION ON MUNICIPAL SERVICES………………………….……..22

CHAPTER THREE: CURRENT SITUATION

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3.1 CURRENT REALITY……………………………………………………………………………………..23

3.2 SOCIO ECONOMIC PROFILE………………………………………………………………………….24

3.3 DEMOGRAPHY…………………………………………………………………………………………..25

3.3.1 POPULATION SIZE DISTRIBUTION……………………………………………………….25

3.3.2 AGE AND GENDER COMPOSITION……………………………………………………….26

3.3.3 POPULATION GROWTH TREND…………………………………………………………..27

3.3.4 HOUSEHOULD INCOME STRUCTURE……………………………………………………28

3.1.5 EDUCATION……………………………………………………………………………………29

3.4 INFRASTRUCTURE………………………………………………………………………………………31

3.4.1 ACCESSIBILITY……………………………………………………………………………….31

3.4.2 MODE OF TRANSPORT...............................................................................................31

3.4.3 ACCES TO SERVICES……………………………………………………………………...32

3.5 LABOUR AND EMPLOYMENT………………………………………………………………………...38

3.6 ECONOMIC STRUCTURE AND PERFORMANCE………………………………………………….39

3.6.1 ECONOMIC PRODUCTION………………………………………………………………..42

3.6.2 SECTORAL COMPOSITION……………………………………………………………….44

3.6.3 COMPARITIVE ADVANTAGE…………………………………………………………......45

3.7 SUMMARY AND CONCLUSION……………………………………………………………………....46

3.8 SECTORAL INSTITUTIONS…………………………………………………………………………...48

3.8.1 DEPARTMENT OF EDUCATION………………………………………………………….48

3.8.2 DEPARTMENT OF HEALTH……………………………………………………………….48

3.8.3 DEPARTMENT OF POLICE………………………………………………………………..48

4 STATUS QUO ANALYSIS SERVICE DELIVERY PERFORMANCE………………….…………….56

4.1 PLANNING……………………………………………………………………………………..56

4.2 LOCAL ECONOMIC DEVELOPMENT……………………………………………………....56

4.3 SERVICE DELIVERY PERFORMANCE……………………………………………………………....56

4.3.1 WATER PROVISION……………………………………………………………………..….56

4.3.2 WASTE WATER PROVISION………………………………………………………..…...57

4.3.3 ELECTRICITY PROVISION…………………………………………………………........57

4.3.4 WASTE MANAGEMENT…………………………………………………………………..57

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4.3.5 HOUSING…………………………………………………………………………………...57

4.3.6 FREE BASIC SERVICES AND INDIGENT SUPPORT………………………………..57

4.3.7 ROAD TRANSPORT……………………………………………………………………...58

4.3.8 WASTE WATER STORMWATER DRAINAGE………………………………………..58

4.3.9 COMMUNITY & SOCIAL SERVICES…………………………………………………..58

4.3.10 ENVIRONMENTAL PROTECTION…………………………………………………...59

4.3.11 HEALTH…………………………………………………………………………….……59

4.3.12 HEALTH INSPECTIONS AND ABATTOIR……………………………………..……59

4.3.13 SECURITY AND SAFETY……………………………………………………………..59

4.3.14 SPORT AND RECREATION…………………………………………………………..60

5 HUMAN RESOURCES SERVICES……………………………………………………………….…60

6 ENVIRONMENTAL AND SPATIAL ANALYSIS………………………………………………..……61

6.6.1 NATURAL ENVIRONMENT…………………………………………………………….61

6.6.2 BIODIVERSITY…………………………………………………………………………..62

6.6.3 WATER SOURCES……………………………………………………………………..63

6.6.4 HERITAGE………………..……………………………………………………….…….63

6.5.5 SPATIAL DEVELOPMENT…………………………………………………………….64

6.6.6 DISASTER MANAGEMENT……...……………………………………………..…….65

6.6.7 CLIMATE CHANGE…………………………………………………………………….67

6.6.8 TOURISM SECTOR……………………………………………………………………69

6.6.9 SQUARE KILOMETRE ARRAY………………………………………………………70

6.6.10 SOUTHERN AFRICAN LARGE TELESCOPE……………………………………72

6.6.11 INSTITUTIONAL FRAMEWORK…………………………………………………...73

6.6.12 RENEWABLE ENERGY…………………………………………………………….74

6.6.13 INTERVENTION AREAS……………………………………………………………76

6.6.14 BACK TO BASICS……………….…………………………………………………..76

6.6.15 PRIORITY INVESTMENT AREAS…………………………………………………78

CHAPTER FOUR: DEVELOPMENT STRATEGIES

4.1 STRATEGY GUIDLINES……………………………………………………………………….79

4.2 ALIGNED LONG TERM STRATEGIES………….………………………………………..…..80

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4.3 KEY PERFORMANCE AREAS AND PRIORITY ISSUES AND OBJECTIVES

4.3.1 KPA 1 SPATIAL DEVELOPMENT……………………………………………………………83

4.3.2 KPA 2 SERVICE DELIVERY……………………………………………………...................86

4.3.3 KPA 3 LOCAL ECONOMIC DEVELOPMENT……………………………………….……...86

4.3.4 KPA 4 FINANCIAL VIABILITY……………………………………………………………......86

4.3.5 KPA 5 MUNICIPAL TRANSFORMATION AN ORGANIZATIONAL DEVELOPMENT….85

4.3.6 KPA 6 GOOD GOVERNANCE AND PUBLIC PARTICIPATION………………………….85

CHAPTER FIVE: FINANCIAL PERFORMANCE

5.1 GRANTS………………………………………………………………………………………….90

5.2 SPENDING AGAINST CAPITAL BUDGET………………………………….……..………...90

5.2.1 CAPITAL EXPENDITURE………………………………………………………………..….90

5.3 CASH FLOW MANAGEMENT AND INVESTMENTS…………………………………....…90

5.3.1 CASH FLOW………………………………………………………………………….…..…..90

5.4 BORROWING AND INVESTMENTS……………………………………….………….….....90

5.5 OTHER FINANCIAL MATTERS………………………………………..……………….…....90

5.5.1 SUPPLY CHAIN MANAGEMENT………………………………….……………………....90

5.5.2 GRAP COMPLIANCE………………………………..……………………………...…....…92

CHAPTER SIX: PROJECTS………………………………………….………………...92

CHAPTER SEVEN: MUNICIPAL PLANS AND STRATEGIES

7.1 PLANS AND STRATEGIES……………………………………………………….….……114

7.2 ANNEXURES……………………………………………………………………….……....114

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VISION Karoo Hoogland will be an economical growth node in the Northern Cape, earmarked by active community participation. Council must create an environment that will enhance economic development with specific focus on poverty alleviation and the creation of direct and indirect job opportunities.

Residents will have direct access to basic minimum services and a culture of pay for services must be promoted. Special focus on the development of life skills, infrastructure and education will add to economical-growth.

A safe and healthy environment must be ensured for the communities of Karoo Hoogland. The Karoo Hoogland municipality will be contributing to the fulfilment of its vision for sustainable development by providing leadership on climate change

MISSIONProvide local leadership on environmental sustainability and climate change response

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ABBREVIATIONS

AIDS: Acquired Immune Deficiency Syndrome

BBBEE: Broad Based Black Economic Empowerment

CAPEX: Capital Expenditure

CDW’S: Community Development Worker

DEAT: Department of Economic Affairs and Tourism

DM: District Municipality

DOL: Department of Labour

DOT: Department of Transport

DOP: Department of Public Works

DWA: Department of Water Affairs

EMF: Environmental Management Framework

ES: Equitable Shares

EPWP: Expanded Public Works Framework

FBS: Free Basic Services

GAMAP: Generally Accepted Municipal Accounting Principles

GDP: Gross Domestic Product

GDS: Growth and Development Strategy

GIS: Geographical Information System

HH: Household

HIV: Human Immunodeficiency Virus

IDP: Integrated Development Plan

IDP-RF: Integrated Development Planning Representative Forum

IGR: Intergovernmental Relations

IT: Information Technology

KPA: Key Performance Areas

KPI: Key Performance Indicator

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LED: Local Economic Development

LGMSA: Local Government Municipal Systems Act

LUMS: Land Use Management System

M and E: Monitoring and Evaluation

NDM: NAMAQUA DISTRICT MUNICIPALITY

NLDTF: National Lottery Distribution Trust Fund

NRF: National Research Foundation

SKA: Square Kilometer Array

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CHAPTER ONE: INTRODUCTION

1.1 FOREWORD BY THE MAYOR

The Municipal Systems Act (Act 32 of 2000) provides a clear mandate to Municipal councils throughout South Africa to develop a 5 year Strategic plan. This is to ensure that the municipality undertake developmentally- oriented planning and strives the objectives of local Government set out in section 152 of the Constitution.

Services to the communities of Karoo Hoogland are a priority for the council and we want to embark on the democratic processes to ensure that our people received good and quality services.

However we need to be realistic and honest about our current situation as most of the projects outlined in our Integrated Development Plan will be capital projects funded by other finance sources such as MIG.

This council will not only be active but proactive in serving the people of Karoo Hoogland.

1.2 FOREWORD BY THE MUNICIPAL MANAGER

Core components of the Integrated Development Plan is the vision for long term development of the Municipality with special emphasis on the Municipality’s most critical development and internal transformation needs.

The various plans and strategies of Karoo Hoogland Municipality outline the importance of socio and economic challenges in the communities of Karoo Hoogland but identify solutions for these challenges.

This Integrated Development Plan can only reach its full potential with the involvement of the different spheres of government with emphasis on co-operative governance to ensure the implementation of the IDP.

I want to thank the communities and stakeholders involve participating in the process of consultation and dialog and were critical in identifying the needs of the people.

1.3 INTRODUCTION

Integrated Development Planning is a process through which Municipalities prepare a strategic development plan for a five year period. According to the Municipal Systems Act (32 of 2000), all municipalities have to undertake an Integrated Development Planning (IDP) process to produce Integrated Development Plans (IDPs). The IDP is a principle strategic planning instrument which guides and informs the following process in a municipality;

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o planning,o budgeting,o Management and decision-process in a municipality.o Taking Section 25 and 34 of the Municipal Systems Act (32 of 2000) in

consideration, Karoo Hoogland Municipality embarked on this IDP Phase, which addressed the following

o Comments received during IDP Hearings and IDP engagement meetings with Provincial Sector Departments

o Alignment of the IDP with the Provincial Growth and Development Strategy (PGDS) as well as with the National Planning documents

o Areas identified through self-assessment i.e. strengthening of public participation structures;

o The compilation of all outstanding Plans and Programmes;o The reviewing and updating of existing plans and programmeso The compilation and implementation of the Service Delivery Budget Implementation

Plan (SDBIP) according to the MFMAo Updating of priority issues, objectives, strategies and projects

1.4 LEGAL FRAMEWORK

The legal requirements in respect of the IDP are stipulated in the relevant Acts and Regulations. Karoo Hoogland Municipality envisages achieving its set objectives and responsibilities as per Sect 152(1) of the National Constitution 1996 as amended with the limited financial and administrative resources available.

To provide and accountable government for local communitiesTo ensure the provision of services to communities in a sustainable mannerTo promote social and economic developmentTo promote a safe and healthy environmentTo promote encourage the involvement of communities and community organizations in the matters of local government

1.5 SERVICE DELIVERY OVERVIEW

The municipality delivers services to Williston, Sutherland and Fraserburg and surrounding areas.

SERVICE DELIVERY CHALLENGES FACED BY THE MUNICIPALITY

With reference to the provision of basic services (water, electricity and sanitation) the municipality does not face any serious challenges as all households in the municipality received basic services such as electricity, water and sanitation.

The major challenge is to address the housing backlogs in all three towns as well as the infrastructure.

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ELECTRICITY

The municipality supplies electricity to Fraserburg and part of Williston. The other part of Williston as well as Sutherland and the rural areas are serviced by Eskom.

WATER

All households in the Karoo Hoogland Municipal area have access to water.

SANITATION

o All households in the Karoo Hoogland Municipality area have access to basic sanitation.

o Some of the erven in all three towns are connected to a waterborne sewerage system.

o Some erven are still equipped with sewerage drains and the sewerage are removed with sewerage removal vehicles

o The balance of the erven have dry sanitation toilets, which are also serviced by the municipality.

ROADS

The municipality is only responsible for the maintenance of certain secondary roads in the three towns.The main road in the three towns as well as the roads in the rural area are provincial proclaimed roads.The tar roads are not in good condition and will have to be resealed in the future.

LANDFILL SITE

There are landfill sites in each of the three towns

ACCESS TO ESSENTIAL SERVICES

The municipality delivers all essential services in Williston, Fraserburg and Sutherland.All households have access to water.All households have access to sanitation.All households have access to electricity.All households have access to refuse removal.

FINANCIAL HEALTH OVERVIEW/AUDITOR GENERAL REPORT

The municipality did submit Annual Financial Statements for the three outstanding financial years and are now up to date. Two financial reports were received but the 2013/14 financial report is still outstanding.

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STATUTORY ANNUAL REPORT PROCESS

Table 1 annual report process

No

Activity Timeframe

1

Consideration of next financial year’s Budget and IDP process plan. Except for the legislative content, the process plan should confirm in-year reporting formats to ensureThat reporting and monitoring feeds seamlessly into the Annual Report process at the end of the Budget/IDP implementation period.

July

2 Implementation and monitoring of approved Budget and IDP commences (In-ear financial reporting).

3. Finalize the 4th quarter Report for previous financial year.4 Submit draft year 1 Annual Report to Internal Audit and Auditor-

General.5 Municipal entities submit draft annual reports to MM.6 Audit/Performance Committee considers draft Annual Report of

Municipality and entities (where relevant).August7 Mayor tables the unaudited Annual Report

8 Municipality submits draft Annual Report including consolidated annual financial statements and performance report to Auditor General.

9 Annual Performance Report as submitted to Auditor General to be provided as input to the IDP Analysis Phase.

10 Auditor General audits Annual Report including consolidated Annual Financial Statements and Performance data.

September – October

11 Municipality receives and starts to address the Auditor General’s comments.

November12 Mayor tables Annual Report and audited Financial Statements to Council complete with the Auditor-General’s Report.

13 Audited Annual Report is made public and representation is invited14 Oversight Committee assess Annual Report15 Council adopts Oversight report

December16 Oversight report is made public17 Oversight report is submitted to relevant provincial Councils18 Commencement to draft Budget / IDP finalization for next financial

year. Annual ReportAnd Oversight Reports to be used as input.

January

COMMENTS ON THE ANNUAL REPORT PROCESSThe Annual Financial Statements for the 2013/14 was completed and handed in 30 August 2014. However the various audit reports and the audit recovery plan could not be completed due to that not all the audit reports were received from the Auditor General. This makes it difficult to align the new process of compiling the IDP, Budget and Performance Management System. The municipality also does not have a Performance Management System currently.

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1.6 STRATEGIC APPROACH

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CHAPTER TWO: PLANNING PROCESS

2.1 INSTITUTIONAL ARRANGEMENTS / ROLES & RESPONSIBILITIES

Karoo Hoogland Municipality is a category B municipality within the Namakwa District.

The IDP Forums facilitates the process of planning, implementation and management of the IDP in the Municipality plays a vital role in driving the process. The IDP Representative Forum is the structure which keeps the Municipality accountable and is represented by all spheres of the community. The Municipal Council is the ultimate political decision-making body which gives effect to the IDP.

2.2 IDP STEERING COMMITTEE IS RESPONSIBLE TO:

o Provide relevant technical, sector and financial information for priority issues;o Contribute technical expertise in the consideration and finalization of strategies and

identification of new projects;o Provide departmental operational and capital budgetary information;o Be responsible for the preparation of project proposals, the integration of projects

and sector programmes;o Provide terms of reference for the various planning activities;o Commission research studieso Consider and comments on:

o inputs from sub-committee/s, study team and consultants;o inputs from provincial sector departments and support providers;o Process and summarize documents - outputs;o Make content recommendations;o Prepare, facilitates and documents meetings.

2.3 IDP REPRESENTATIVE FORUM:

The IDP Representative Forum is the main link between the community and the Council. This body’s purpose is to serve the needs of the community, to ensure that task teams function effectively, to ensure that the process complies to agreed principles and that the process complies to national policy. The IDP Representative Forum consists of members from all spheres within the community, i.e. ward committees, ward councillors, agricultural sector, tourism sector, business sector, educational sector etc.

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2.4 PROCESS OVERVIEW: STEPS AND EVENTS

2.4.1 PREPARATION FOR THE PROCESS:

Preparation in Karoo Hoogland involved the production of an IDP Process Plan, containing the following: The IDP Process Plan was adopted by council and is attached as Annexure A.

In terms of the Process Plan it was proposed to initiate the IDP Process and involve the broad public through a road show. This consisted of 3 public hearings throughout the Karoo Hoogland Municipal area of jurisdiction and 1 IDP conference.

Councillors will be requested to liaise with their ward committees to ensure their respective wards are informed/notified of the public sessions. Notices will be published in local newspapers in Afrikaans and English, providing dates and venues for the workshops

Institutional structures established for management of the process

Approach to public participation

Structures established for public participation

Time schedule for the planning process

Roles and responsibilities

Monitoring of the process

The general public will be informed of the Integrated Development Plan Process and requested to participate and voice their needs, concerns and aspirations, through becoming involved as an organized group, stakeholder, interested and effected party, through registering onto a Database for more regular direct involvement as part of the Integrated Development Plan Representative Forum.

The following methods will be used to inform the public and to disseminate information with regard to the Integrated Development Plan Process, via:

Public Media (Newspapers Advertisement) Flyers handed to councilors to distribute through their respective ward Strategic sessions with councilors to equip them with relevant information pertaining

to the process, roles and responsibility of various stakeholders, etc

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2.4.2 PHASE 1: ANALYSIS

This phase dealt with the existing situation and focused on the type of problems faced by people in Karoo Hoogland Municipality. The problems identified were weighed according to their urgency and / or importance to come up with those to be addressed first, i.e. priority issues. This phase also dealt with identification of existing economic potential in

areas and specific communities. The Municipality had to further familiarize itself with existing and accessible resources and limitations in order to decide on realistic solutions.

The outputs of this phase are:

Intensive public participation process per ward to gather information regarding possible potential as well as problems hampering socio-economic development

Assessment of existing level of development Priority issues Information on causes of priority issues Information on available resources

2.4.3 PHASE 2: STRATEGIES

This phase focused on formulating solutions to address the problems identified. It also focused on aligning Municipal strategies to provincial and national guidelines and strategies as indicated in the Provincial Growth and Development Strategy (PGDS) and National Planning Documents. This phase included the formulation of:

The vision – a statement indicating the ideal situation Karoo Hoogland Municipality would like to achieve in the long term

Development objectives – statements of what Karoo Hoogland Municipality would like to achieve in the medium term in order to address the issues and also contribute to the realization of the vision. Objectives bridge the gap between the current reality and the vision.

Development Strategies – provide answers to the question of how Karoo Hoogland Municipality will reach its objectives. They are strategic decisions about the most appropriate ways and means to achieve the objectives

2.4.4 PHASE 3: PROJECTS

This phase is about the identification and design of projects linked to strategies, for implementation.

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The outputs of this phase include:

Performance indicators Project outputs, targets and location Project related activities and time schedules Cost and budget estimates

2.4.5 PHASE 4: INTEGRATION

In this phase Karoo Hoogland made sure that projects are in line with the Municipality’s objectives and strategies, as well as with the resource framework and comply with legal requirements. This was further an opportunity for the Municipality to harmonize the projects in terms of contents, location and timing in order to arrive at consolidated and integrated programmes, e.g. LED strategy

The output of this phase is an operational strategy which includes:

Service Delivery Budget Implementation Plan

2.4.6 PHASE 5: APPROVAL

Once the IDP was completed and reviewed, the Municipality gave an opportunity to the public to comment on the draft document. Furthermore it was submitted to council for consideration and approval. Only after the IDP was amended according to input from the public, did council consider it for approval.

Under the new constitution, Karoo Hoogland Municipality has been awarded major developmental responsibilities to ensure that the quality of life for its citizens is improved. The new role for local government includes provision of basic services, creation of jobs, promoting democracy and accountability and eradication of poverty. Preparing and having the IDP therefore enables Karoo Hoogland Municipality to be able to manage the process of fulfilling its development responsibilities.

Through the IDP, the Municipality is informed about the problems affecting the Karoo Hoogland municipal area and, being guided by information on available resources, is able to develop and implement appropriate strategies and projects to address the problems.

Any planning guidelines have to keep in mind that planning is not an end in itself, but a tool to arrive at more appropriate effective and speedy delivery of services to the people. Keeping a close and transparent link between planning, improved public management and delivery is, therefore, the most important guiding principle for the guidelines

2.5 GOVERNANCE

The Municipal Demarcation Board annually undertakes capacity assessments of all local authorities in South Africa recommendations to the Provincial MEC of Local Government

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with regard to the capacity of each municipality to perform its functions of the Municipal Systems Act.

The powers and functions of Karoo Hoogland LM were not adjusted for the year under review. The municipality still performs functions which is more that the average of 20 in our province.

2.5.1 POLITICAL GOVERNANCE

The Karoo Hoogland council consists of 7 Councillors. There are 4 Ward Councilors and 3 PR Councillors. Only the mayor is a full time Councillor of the municipality.

Councillor JP Julies - COPE (Mayor/Speaker)Councillor (Ms) GM Beukes - ANCCouncillor JE Davids - ANCCouncillor K Koopman - ANC Councillor JJ Van Der Colff - DACouncillor (Ms) MM Van Wyk - DACouncillor (Ms) E Vermeulen - COPE

In terms of Section 9 of the Local Government Municipal Structure Act (No. 117 of 1998) Karoo Hoogland LM is a Category B municipality with a plenary executive system combined with a ward participatory system.

Council consists of the following Committees:

ADMINISTRATIVE / FINANCIAL COMMITTEE (4 COUNCILLORS)

This Committee is dealing with all the financial aspects, administrative aspects and personnel aspects of the Municipality.

TECHNICAL COMMITTEE (4 COUNCILLORS)

This Committee is dealing with all the projects, service delivery and infrastructure of the Municipality.

MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (3 COUNCILLORS)

This Committee is dealing with all relevant financial, audit issues.

ECONOMIC DEVELOPMENT AND TOURISM (4 COUNCILLORS)

This Committee is dealing with all relevant local economic development and tourism issues.

LAND USE COMMITTEE (4 COUNCILLORS)

This Committee is dealing with all relevant land use, planning and commonage issues.

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Total of 12 Council meetings were held during the 2015/2016 year.

2.5.2 ADMINISTRATIVE GOVERNANCE

Municipal Manager Mr G Von Mollendorf

Corporate Service ManagerMr Nothnagel resigned in April 2014Vacant

Chief Financial OfficerMr S Myburgh

Infrastructure Services Manager Mr FJ Lotter (Acting)

There are 106 posts approved on the current organogram.

2.5.3 INTERGOVERNMENTAL RELATIONS

PROVINCIAL AND DISTRTICT INTERGOVERMENTAL STRUCTURE

Meetings and interactions on the following levels are regularly attended to enhance the Municipality regarding National and Provincial Government Policies and practices.

Work closely with District Municipality, Provincial Government, SALGA to finalize the Provincial Urban Development Framework.

Rollout of National Local Government anti-corruption strategy to all Municipalities and coordinate the implementation of the strategy at a local level.

Support regarding implementation of the Municipal Property Rates Act. Support Municipality to comply with MFMA priority areas for implementation. Provincial Government and District Municipality support all Municipalities by

prioritizing LED interventions in the Provincial Growth and Development Strategy. Customize the National Framework for LED in alignment with ASGI-SA in the

District Municipalities and the Municipalities. The Provincial IDP engagement process and ensure alignment with LED strategies

of Municipalities and PGDS. Alignment of all sector plans with the PGDS and IDP’s and the NSDP so as to meet

service delivery targets. District to align sector plans i.e. Housing and MIG and Municipalities IDP. Alignment of LED with District LED and the Provincial PGDS.

2.5.4 PUBLIC ACCOUNTABILITY AND PARTICIPATION

Procedures for community participation processes as set out in legislation adhered to by timeously giving out meeting notices. This is Council meetings and Public meetings.

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The municipality has made special efforts to enhance communication with the general public through various organized structures. The relationship with organized NGO’s such as local ratepayer’s associations has improved.

Council has endeavored to meet its legal obligations with regarding public participation with special reference to the following meetings which were held:

IDP meetings Budget meetings Imbizo’s

Ward Committees were established; however, unfortunately they were not active and functional.Public Newsletters were circulated as well as public notices to keep the community informed.

Timeously distribution of Council agendas resulting in an almost 100% attendance of scheduled meetings.

It is a priority to implement a Document Management System to track and monitor Council resolutions for effective communication.

The Municipal website currently focuses on tourism and will be utilized in 2015/2016 to upload compulsory documents requested by legislation for the community to view and comment on.

COMMUNITY DEVELOPMENT WORKERS

o CDW’s deployed.o There are 5 CDW’s in KHM. Two in Fraserburg, two in Sutherland and one in

Williston.o There is a fairly good relationship with them and they are mainly being utilized to

promote communication between Council and the public.

DISTRICT IGR FORUM FUNCTIONALITY

o The IGR in the Namaqua District is functional and is attended by the Mayor and Municipal Manager on regular basis.

OVERVIEW OF CORPORATE GOVERNANCE

Municipalities must exercise their executive and legislative authority within a system of co-operative government as outlined in Section 41 of the Constitution.

The corporate governance component is clearly identified and prescribed in the Municipal Systems Act as well as the Municipal Financial Management Act.The following sub-components are highlighted:

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2.5.5 RISK MANAGEMENT

The MFMA Section 62 (1) c required the Municipality to ensure that the Municipality has and maintain effective, efficient and transparent systems –

i) Of financial and risk management and internal control.

The Municipality does not have a Risk Management Policy in place as required in the above section.

An Internal Audit Unit as well as an External Audit Committee were established on 1 July 2010 but are not functional in the municipality.

2.5.6 ANTI-CORRUPTION AND FRAUD

The municipality does not have a Fraud and Anti-Corruption Strategy in place. It is envisaged to seek assistance from CoGHSTA to meet our legal obligations in this regard.

2.5.7 SUPPLY CHAIN MANAGEMENT

Karoo Hoogland has established a SCM Unit as required by the MFMA. Posts have also been provided on the organogram to appoint personnel in this unit. However, due to budget restraints these positions have not all been filled yet.

The municipality has a SCM policy in place which meets the requirements of the MFMA.

2.5.8 BY-LAWS

Municipality has various policies in place. However, to date only few policies have been promulgated as by-laws. It is envisaged that various policies will be revised during the 2015/2016 financial year with the view to promulgate them as by-laws.

2.5.9 WEBSITES

The Municipal website currently focuses on tourism and will be utilized in 2015/2016 to upload compulsory documents requested by legislation for the community to view and comment on. Some documents have been uploaded, but still needs further upgrading to meet the legislative requirements. www.karoohoogland.gov.za will be live from 1 July 2015.

Table 2 documents published on the municipal websiteMunicipal Website : Content and Currency of Material

Documents published on the Municipality’s Website Yes \ No

Publishing Date

Current annual and adjustments budgets and all budget-related documents

Yes

All current budget-related policies Yes 2015The previous annual report YesThe annual report published / to be published Yes

21


All current performance agreements required in terms of Section 57(1)(b) of the MSA (2014/2015) and resulting scorecards

Yes

All service delivery agreements (2014/2015) YesAll long-term borrowing contracts (2014/2015) YesAll supply chain management contracts above a prescribed value(give value for 2014/2015)

Yes

An information statement containing a list of assets over a prescribed value that have been disposed of in terms of Section 14 (2) or (4) during 2014/2015

Yes

Contracts agreed in 2012/2013 to which subsection (1) of section 33 apply, subject to subsection (3) of hat section

No

Public-private partnership agreements referred to in section 120 made in 2012/2013

N/a

All quarterly reports tabled in the Council in terms of Section 52 (d) during 2014/2015

No

COMMENT ON MUNICIPAL WEBSITE: CONTENT AND ACCESS

The following documentation will be uploaded on the Municipal Website in 2015/2016: Budget Financial Statements IDP Valuation Roll Other Policies Notices

2.5.10 PUBLIC SATISFACTION ON MUNICIPAL SERVICES

The Municipality has difficulty with the following services due to lack of sufficient funds to attend to all the necessary maintenance:-

Electricity Water supply Road maintenance

The upgrading of these three services will reduce the amount of complaints by the general public. The maintenance of the tar roads is currently not done sufficiently and is still a concern of the community at this stage.

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CHAPTER THREE: CURRENT SITUATION

3.1 CURRENT REALITY: BASIC FACTS & FIGURES

Karoo Hooogland is situated in the most Southern part of the Northern Cape and falls within the area of jurisdiction of Namaqua District Municipality with its head office located in Springbok. The three main towns in Karoo Hoogland are Williston, Fraserburg and Sutherland which are respectively 499 km, 592 km and 539 km from Springbok.

The Municipal Area is divided into 4 wards.

Ward 1 WillistonWard 2 FraserburgWard 3 Rural AreasWard 4 Sutherland

The Municipal Council of Karoo consists of 7 members. Four (4) represents wards and three (3) are proportional representatives of political parties. MAP 1 - LOCATION OF THE KAROO HOOGLAND MUNICIPALITY

Prioritized areas of potential in the whole Municipality include:

Tourism, i.e. eco-tourism, agri-tourism and astro-tourism

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Existing infrastructure, i.e. basic services and roads Youth i.e. economically, socially Apprenticeships & skills development Churches and social organizations

3.2 SOCIO ECONOMIC PROFILE

The purpose of this section is to provide an overview of the current socio-economic situation within the Karoo Hoogland Local Municipality. This is done mainly to provide an indication of the overall performance of the Local economic and social characteristics

MAP 2 – NEW MUNICIPAL DEMARCATION AS RELEASED JULY 2011

24

TAKE NOTE: The Municipal Demarcation Board is an independent authority responsible for the determination of municipal boundaries. In 2011 the demarcation of municipal boundaries in South Africa were changed so that DMA’s (District Municipal Areas) could be incorporated into local municipal boundaries. Table below indicates the change in geographical areas of the various Namakwa LMs:

Old Demarcation New Demarcation (July 2011)Geographical

Area (km2)% of

Namakwa DMGeographical

Area (km2)% of Namakwa

DMRichtersveld LM 9 684 8% 9 608 8%Nama Khoi LM 14 921 12% 17 989 14%Kamiesberg LM 11 750 9% 14 210 11%Hantam LM 28 001 22% 36 128 28%Karoo Hoogland LM 29 423 23% 32 274 25%Khâi-Ma LM 8 310 7% 16 628 13%Namakwa DMA 24 792 20% n/a n/a

Map below indicates the old and new municipal demarcation of the Karoo Hoogland LM, which now covers 25% (32 274 km2) of the Namakwa Districts total geographical area.


TAKE NOTE: TAKE NOTE: The statistics below are based on assistance received from Department of Economic Development and Tourism. Statistically information and data are based on data received by Global Insight. However the statistically information for 2011 will be included in the final document as soon as the meeting between STATS SA and the municipality will take place in due time.

3.3 DEMOGRAPHY

3.3.1 POPULATION SIZE AND DISTRIBUTION

The purpose of this section is to provide an overview of the current socio-economic situation within the Karoo Hoogland Local Municipality. This is done mainly to provide an indication of the overall performance of the economical and social characteristics. Although the census data became available in 2012 no detailed analysis were done in the previous year.

The municipality is sparsely populated with a population of 12 588 Karoo Hoogland Municipality is the third highest in the district with a growth 19.75% between 2001 to 2011.

25


FIGURE 1 – KAROO HOOGLAND POPULATION DISTRIBUTION

3.3.2 AGE AND GENDER COMPOSITION

The age distribution of a population is important because the largest age group inevitably dictates its own demands on the market. Figure 2 and 3 below indicates the age profile of citizens living in the Karoo Hoogland LM.

FIGURE 2 and 3 – AGE PROFILE AND POPULATION DISTRIBUTION

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Source: Statistics South Africa 2011

3.3.3 POPULATION GROWTH TREND

Figure 3 to 6 below indicates the population growth levels within the Northern Cape Province, the Namakwa District Municipality, and Karoo Hoogland Local Municipality.

27


3.3.4 HOUSEHOLD INCOME STRUCTURE

In order to determine the people’s living standards as well as their ability to pay for basic services such as water and sanitation, the income levels of the employed population are analyzed. Generally household income levels are one basis for determining poverty levels in a community. Additionally, the income levels of a particular area provide some insight into the economic behaviour of a particular community, i.e. the purchasing power of that community, the potential poverty levels that a community might be experiencing and vulnerability to changes in the economy.

Figure 7 to 8 below indicates income categories

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3.4.5. EDUCATION

Education levels in any given market area will influence economic and human development. It is clear that low education levels lead to a low skills base in an area while high education levels have the opposite effect, producing a skilled or highly skilled population. There is also no doubt that household and personal income levels are either positively or adversely affected by education levels. Also, a population that is skilled does not necessarily aspire to employment but to entrepreneurship, which will add businesses to the area, increase economic activity and consequently increase the number of jobs available. Figure 9 to 10 below indicates education by completed level of schooling and the adult education levels (individuals aged 20 years and over) of citizens residing in the Northern Cape Province, the Namakwa District Municipality, and the Karoo Hoogland Local Municipality.

29



There is a need for educational facilities, particularly post-matric training as well as accredited tertiary institutions that offer affordable and appropriate qualifications. There is also a need to attract and retain qualified professionals.

30


3.4 INFRASTRUCTURE

3.4.1 ACCESSIBILITY

The N1 bypasses Karoo Hoogland to the south with a direct link, the R354 tarred surface, linking it to Sutherland. The R63 tarred surface is the connection between Williston, Calvinia and Carnarvon. Approximately 80% of roads within Karoo Hoogland have gravel surface

3.4.2 MODE OF TRANSPORT

The modes of transport in use are a consideration in Local economic development. This is because development projects need to take into consideration the mode of transport utilized by the labour force. New industrial developments should not be situated far away from the pick-up or drop-off points of various means of transportation. However, if the factory or office is far, the employer needs to consider means of transport for the workers from strategic points. The same applies for schools or education and training campuses. Figure 11 below indicates the mode of transport used by individuals in the Northern Cape Province, the Namakwa District Municipality, and the Karoo Hoogland Local Municipality.

(Source: Quantec Data 2001)

The majority of the Karoo Hoogland LM’s population (82.3%) travel to school or to work by foot. Around 6.7% of the Karoo Hoogland population make use of public transport (i.e. the bus, train, taxi, or lifts with other people); while 1.6% make use of bicycles and 9.4% use

31


their own private transport. Donkeys and horses as well as donkey/horse carts are also widely used in the area.

Significant portions of Karoo Hoogland’s population are living in small, dispersed settlements and have limited transport capacity to travel the often significant distances between urban centres. As many of these households are also living in poverty, the lack of transport adds to the so-called “poverty trap”, as these people are less able to conduct, for example, informal activities to alleviate their circumstances. There is potential to expand this industry, particularly provision of public transport.

3.4.3 ACCESS TO SERVICES

Figure 12 to 22 below summarises the service levels of households within Karoo Hoogland LM.

Source Statistics South Africa 2011

32



33



34



35


36


Statistics South Africa 2011

37


TAKE NOTE: Statistical information and data are based on data received by Global Insight and Statistics South Africa more information will be added as required in future.

Figure 20 t0 22 below summarises the HIV/AIDS levels within Karoo Hoogland LM.

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3.5. LABOUR AND EMPLOYMENT

The employment profile of the study area is an important indicator of human development, but also of the level of disposable income and subsequently the expenditure capacity of the residing population.

An employed person is a person who works for pay, profit or family gain. Such a person can be an employer, an employee, self-employed or a working family member. According to the (interNational) official or strict definition, the unemployed are those people within the economically active population who (a) did not work in the seven days prior to census night, (b) wanted to work and were available to start work within a week of census night, and (c) had taken active steps to look for work or start some form of self-employment in the past four weeks. The not economically active population are people who are not working, but are housewives, scholars/full-time students, pensioners, disabled people and people not wishing to work.

Figure 22 to 27 below indicates the employment sectors within the Karoo Hoogland Local Municipality.

39


40


41


Figure 28 below indicates the unemployment rate within the Karoo Hoogland Local Municipality.

Figure 29 below indicates the disposable income sectors within the Karoo Hoogland Local Municipality.

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Around 9.2% of the Karoo Hoogland LM’s population is highly skilled, while 35.2% are skilled. The most significant portion (55.5%) of Karoo Hoogland’s population is semi- and unskilled, which is higher than both the District and Provincial average. The population that are semi- and unskilled would either need job employment in low-skilled sectors, or better education opportunities in order to improve the skills level of the area, and therefore their income levels.

A population with low skills won’t be able to improve their incomes and therefore it would be important to implement skills development programmes and job creation in higher skilled occupations. This is also important in order to leverage the economy from being primary-sector (agriculture) based to being more diversified across primary, secondary and tertiary (more skills intensive) sectors. Also, due to the high percentage of semi- and unskilled citizens professional services have to be “imported” from areas surrounding these areas, resulting in a leakage of expenditure from the Local economy. Technological advances will however, in the near future reduce the need for unskilled and low skilled workers, but rather increase the need for a skilled and semi-skilled force workforce. The low skills levels of the population are cause for concern.

3.6. ECONOMIC STRUCTURE AND PERFORMANCE

3.6.1. ECONOMIC PRODUCTION

Gross Domestic Product (GDP) comprises the value of all final goods and services, produced during a year, within the boundaries of a specific region and is commonly used to measure the level of economic activity in a specific area. For analytical purposes, GDP is utilised as an important indicator of economic activity. Generally, if the economy as a whole is performing well, demand for residential and commercial property can be expected to increase, and vice versa.

GVA (Gross Value Added) is linked as a measurement to GDP. The relationship is defined as: GDP = GVA + Taxes – Subsidies. As the total aggregates of taxes on products and

43


subsidies on products are only available at whole economy level, GVA is used for measuring Gross Regional Domestic Product and other measures of the output of entities smaller than a whole economy. GVA (Gross Value Added) is the difference between output and intermediate consumption for any given sector/industry. That is the difference between the value of goods and services produced and the cost of raw materials and other inputs which are used up in production.

Figure 30 to 33 below indicates the economic production of the Local Municipalities within the Namakwa District.

44


3.6.2. SECTORAL COMPOSITION

Figure 35 to 36 below indicates the GDP contribution location quotient and development diamond.

45


3.6.3. COMPARATIVE ADVANTAGE

A comparative advantage indicates a relatively more competitive production function for a product or service in a specific economy (regional or sub-regional) than in the aggregate economy (provincial or National). It therefore measures whether a specific economy produces a product or renders a service more efficiently than another.

One way to measure the comparative advantage of a specific economy is by way of the location quotient. A location quotient as a tool, however, does not take into account external factors such as government policies, investment incentives, and proximity to markets, etc., which can influence the comparative advantage of an area. The Locational Quotient is used to calculate the comparative advantage of the relevant study areas. The location quotient is a calculated ratio between two economies, in this case the metropolitan and Local economies. This ratio is calculated for all industries to determine whether or not the District or Local economy has a greater share or advantage of that

46


industry. If an economy has a location quotient greater than 1, it means that economy enjoys a comparative advantage. The interpretation of the locational quotient is illustrated in Table 3 below.

TABLE 3 - LOCATIONAL QUOTIENT INTERPRETATION

Locational Quotient

Classification Interpretation

Less than 0.75 Low Regional needs are probably not being met by the sector resulting in an import of goods and services in this sector

0.75 to 1.24 Medium Most Local needs are being met by the sector. The region will probably be both importing and exporting goods and services in this sector

1.25 to 4.99 High The sector is serving needs beyond the border, exporting goods and services in this sector to other regions or provinces

More than 5.00 Very High This is indicative of a very high level of Local dependence on the sector, typically in a “single-industry” community

(Source: Urban-Econ 2010)

Table below indicates the sectors where the Karoo Hoogland LM has a comparative advantage in the Namakwa District Municipal area in terms of GDP and employment.

In terms of GDP the Karoo Hoogland LM has a comparative advantage within the Namakwa District Municipality in the following sectors:

1. Manufacturing2. Agriculture, forestry and fishing3. Community, social and personal services

And in terms of employment:1. Manufacturing2. Agriculture, forestry and fishing3. Community, social and personal services

3.7 SUMMARY AND CONCLUSION

The Karoo Hoogland LM’s demographics and access to services can be summarised as follow: Population Growth – Karoo Hoogland’s average population growth rate from 2001 to 2010 is

negative (-1.7%). Karoo Hoogland’s average population growth rate from 2001 to 2010 was lower than both the District (-0.1%) and Provincial average (0.3%). Karoo Hoogland has a 19.75% growth rate between 2001 to 2011.

Dependency - The Karoo Hoogland population can be regarded as having a high dependency ratio, with 10.6% of the population over the age of 65 and 24.5% are below 15 years. The latter youth group will be demanding education, housing and jobs in the near future. Karoo Hoogland has about 62.3% of the population aged between 15 and 65 years of age! (EAP) Census 2001 the 2nd lowest population proportion in the Namakwa district in 2001 after Richtersveld. Census 2011 3 rd highest population proportion in the

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Namakwa in 2011, following Nama Khoi and Hantam. The population aged are as follow 27.7% 15 years, 62.3% between 15 and 64 and 10% 65+ years.

Household Income – A more significant portion Karoo Hoogland’s households (71.9%) fall within the low income bracket than the District (58.8%). Approximately 4.0% of Karoo Hoogland’s households have no monthly income. Income categories will not improve unless the population’s skills improve through better education attainment opportunities and job creation in higher skilled economic sectors. The monthly weighted average household income of Karoo Hoogland is slightly higher than the District’s average, but lower than the Provincial average.

Adult Education – Karoo Hoogland has a higher portion of adults with no schooling (20.6%) than both the District (5.8%) and the Province (12.2%), indicating a need for skills development and training. Karoo Hoogland have seen a decreased with the number of people with no schooling and are standing at 17.2%.

Housing –According to standardised regional data (Quantec, 2011), the portion of households resident in informal dwellings in the Karoo Hoogland LM is less than that of the District and Province. According to the Local IDP (2009/2011) there are 215 informal dwellings (shacks) and a housing waiting list of 880 within the Karoo Hoogland LM. The current IDP indicates that Karoo Hoogland have applied for 800 housing units. A total of 225 houses were constructed during the 2011/2012 financial year.

Electricity – In comparison with the Province and District average, household’s resident in Karoo Hoogland has less significant access to electricity.

Refuse Removal – The portion of households with access to refuse removal by Local authority within the Karoo Hoogland LM (68.6%) are less than those resident in the Namakwa District (87.1%) and the Northern Cape (72%).

Appropriate Sanitation – According to the Karoo Hoogland SDF (2010) the bucket system has been completely eradicated and all households in Karoo Hoogland have access to sanitation that meet or exceed basic sanitation standards.

Piped Water – The portion of households resident in Karoo Hoogland with access to piped water less than 200 meter from their dwelling is less (88.7%) than the District average (93.8%).

The labour, employment and economic structure of the Karoo Hoogland LM can be summarises ads follow: Unemployment rate – Karoo Hoogland LM’s unemployment rate (23.1%) is higher than that

of the Namakwa DM (19.3%). Skill Level – More than half (55.5%) of employed individuals in Karoo Hoogland are classified

as semi- and unskilled, showing that skills training is a high priority. Economic Growth – From 2008 to 2009 Karoo Hoogland experienced a lower economic

growth rate (-5.2%) than both the District and the Province (-2.1% and -0.8% respectively). From 2001 to 2009, Karoo Hoogland experienced a negative average annual economic growth rate (-1.8%) which was lower than both the District (1.0%) and Provincial (2.4%) average.

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3.8 SECTORAL INSTITUTIONS

3.8.1 DEPARTMENT OF EDUCATION

Schools

Ward Institution Total Facilitator Learners1. H/S Williston 1 13 329

Nico Bekker Intermediate 1 14 483

Williston Junior College 1 35

Hompie Kedompie 1 2 58

2. H/S Fraserburg 1 14 450

Malherbe Human Intermediate 1 15 440

Mona Lisa 1 2 23

Juweeltjie 1 1 24

4. H/S Sutherland 1 9 174

Roggeveld Intermediate 1 14 553

Sneeuvlokkie 1 4 63

3.8.2 DEPARTMENT OF HEALTH

Medical Facilities

Ward Clinics Mobile Units

1. 1 1

2. 1 1

4. 1 0

*the rural area of ward 3 is serviced by the mobile units of wards 1 and 2

3.8.3 DEPARTMENT OF POLICE SERVICES

Police Stations

Community Service Centre

Functional Member

Public Service Members

Reserves

Williston 23 6 4

Fraserburg 25 8 4

Sutherland 20 3 1

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ISSUE STATUS QUO CHALLENGES PORTFOLIO OF EVIDENCEBASIC SERVICE DELIVERY

FREE BASIC WATER

Total Number of Households

Benefiting

FRASERBURGWILLISTONSUTHERLANDTOTAL: 2194

Total Number of Households Not Benefiting

FRASERBURGSUTHERLANDWILLISTONTOTAL: 0

FREE BASIC SANITATIONTotal Number of Households

Benefiting


Total Number of Households Not Benefiting


BASIC SANITATIONTotal Number of households

with VIP toilets

FRASERBURGWILLISTONSUTHERLANDTOTAL: 893 UDS

Total Number of households with buckets


Total Number of households

with water borne


FREE BASIC ELECTRICITYTotal Number of households

benefiting


Total Number of households not benefiting


FREE BASIC REFUSE REMOVALNumber of households benefiting

FRASERBURGSUTHERLANDWILLISTON

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TOTAL: 884

ISSUE STATUS QUO CHALLENGES PORTFOLIO OF EVIDENCE

Number of housing backlogs


LOCAL ECONOMIC DEVELOPMENTMunicipal Investment

policy in place

No Contained as a priority and objective under KPA 3

Municipal Investment incentive

strategy in place


Special incentive currently offered

to investors


LED Strategy in place

Yes No budget for the

implementationLED initiatives budgeted for

No

Wards implementing

the Community Work

Programme

No

FINANCIAL VIABILITY AND MANAGEMENTInternal Audit

Unit establishedNo, previous IA

unit tender ended in June

2013Internal Audit Unit functional

No

Internal Audit Committee established

No

Internal Audit Committee functional

No

FINANCIAL CAPACITYCFO appointed Yes Acting CFO appointed January

2015Anti

Corruption policy in place

Yes Was tabled at the council meeting of 29 May 2014.

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Debt owed to the

municipalityby government

R 875 116, 00

52


Number of households not

benefiting


Indigent policy in place

Yes

INSTITUTIONAL CAPACITYO & M plan in

placeYes

Waste management strategy in

place

Yes

ENVIROMENTAL HEALTHLand fill sites

registeredFRASERBURG: No 1 site registered

2 permitted busy with register

WILLISTON: NoSUTHERLAND: No

Status of Environmental Health Reports

Yes Done by Namakwa District

WATER QUALITYBlue drop

statusFRASERBURG Karoo Hoogland received a

47% ratingWILLISTONSUTHERLAND

Green Drop status

FRASERBURG Karoo Hoogland received a 22% ratingWILLISTON

SUTHERLANDTotal Number of households

with water borne

FRASERBURGWILLISTONSUTHERLAND

HOUSINGNumber of

Housing projects

currently running in the municipal area

FRASERBURG 15WILLISTON 150SUTHERLAND Housing waiting

list in place

TOTAL 460Number of

housing units build since

1994

FRASERBURGSUTHERLANDWILLISTON

TOTAL: 580



Debt owed to Municipality by private sector

R 20 546 881,00

Debt owed to Municipality by

economical users

R included above

Debt owed to Municipality by

indigents

R included above

Loans made by Municipality

No loans

Bank overdraft currently in

place

No

GRANTSMIG

allocations 2015/2016

R 8 890 000.00

Progress on MIG funds

100%

EPWP allocations 2015/2016

R 1 million

Progress on EPWP

80%

Number of jobs created

through EPWP45

INSTITUTIONAL CAPACITYProcurement

policy and structures in

place

Yes

Monthly financial

reporting to Council in

place

Yes via Section 71 and Schedule

C

Implementation of Municipal Property Rates

Act

Yes

Submission of Annual

financial statements

No

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ISSUE STATUS QUO CHALLENGES PORTFOLIO OF EVIDENCEProgress on

Annual ReportYes

Audit Opinion for 2011/2012

No AFS

BUDGET PROCESSApproved

Budget 2015/2016

Adopted by Council

Adjustment Budget

2015/2016

Yes

Status of Section 72

Report

Completed

APPOINTMENTSFilling of

critical postsYes

IDP PROCESSNumber IDP Meetings held

Fraserburg: 2Williston: 2Sutherland: 2

Council adopted IDP

Process in place

Yes

Status of IDP 2012-2016

Draft Approved25 March 2015

Spatial Development Framework

Yes

SDBIP No

PERFORMANCE MANAGEMENTSubmission of

Annual Performance

Report

In working progress

Appointment of Section 57 employees

MM appointedSection 56 Managers appointed

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ISSUE STATUS QUO CHALLENGES PORTFOLIO OF EVIDENCEPerformance

Agreements in place

No

Performance Management

System Operational

No

SKILLSWork Skills Plan in place and training conducted

according to Plan

Plan is in place awaits Adoption

by Council

Latest training received

(council and officials)

LED Learnership CompletedODETDP Learnership started

HR Strategy in place

No

PUBLIC PARTICIPATIONNumber of

Ward Committees established

4

Number of Ward

Committees functional

2

Budget available for

ward committees

MSIGR 100 000.00

Council meets the community

meetings

Yes

National and International

Twining Agreements

Karoo Hoogland LM and SAAO

Envisage a agreement between Karee LM, SKA and Karoo Hoogland LM

Agency Agreements

with Provincial Departments

E-Natis, Library Services

Local functions performed by municipality

Water, Sewerage, Refuse,

Electricity

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ISSUE STATUS QUO CHALLENGES PORTFOLIO OF EVIDENCEMUNICIPAL FLEET

Total number of vehicles

FRASERBURGWILLISTONSUTHERLANDTOTAL: 14 Karoo Hoogland

LM needs 3 x 5 ton tip trucks

and 2 x sewerage trucks

Total number of vehicles needed for

service delivery

FRASERBURGWILLISTONSUTHERLANDTOTAL

TOURISMTourism

Strategy in place

Yes However the current strategy

needs to be reviewed.

Tourism officers in place

or appointed


Tourism Routes 1Karoo Hoogland Open Africa Tourism Route

MuseumsFRASERBURGWILLISTONSUTHERLANDTOTAL: 3

Historical sitesFRASERBURGWILLISTONSUTHERLANDTOTAL: 12

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4 STATUS QUO ANALYSIS SERVICE DELIVERY PERFORMANCES

4.1 PLANNING

The Municipality does not have a Planning department and for the purpose of specific town planning matters, the municipality procures the service of a Professional Town Planner.

All other land use management matters are dealt with in terms of the Northern Cape Development and Planning Act. The municipality does have a Land Use Management Plan as well as a Spatial Development Framework and all matters in this regard are handled by the Corporate Services Department.

During the year under review the Spatial Land Use Management Act was passed by Parliament and all future land use matters will be dealt with in terms of the new provisions Act.

4.2 LOCAL ECONOMIC DEVELOPMENT

Local Economic Development (LED) is an approach to sustainable economic development that encourages residents of local communities to work together to stimulate local economic activity that will result in, inter alia, an improvement in the quality of life for all in the local community.

From 1995 to 2009, an average GDP (Gross Domestic Product) growth rate of -0.9% was observed in Karoo Hoogland which was inadequate to create sufficient jobs in the local economy to reduce the unemployment rate. Karoo Hoogland has a Local Economic Development Strategy and was approved on 15 May 2013 by council.

4.3 SERVICE DELIVERY PERFORMANCE

4.3.1 WATER PROVISION

The municipality is dependent on underground water resources and a system of borehole pumps and pipelines are in place to feed the reservoirs in the three towns from where it is further reticulated to all households.

The municipality does not have separate personnel attending to this function as there is a general working team who attend to all infrastructure matters including the provision of water. A portion of the total salary budget is allocated to water services.

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4.3.2 WASTE WATER (SANITATION) PROVISION

o All households in the Karoo Hoogland Municipal area have access to basic sanitation.o Some of the erven in all three towns are connected to a waterborne

sewerage systemo Some erven are still equipped with sewerage drains and the sewerage are removed

with sewerage removal vehicles.o The balance of the erven have dry sanitation toilets, which are also serviced by the

municipality.o All three towns have oxidation ponds

The municipality does not have separate personnel attending to this function as there is a general working team who attend to all infrastructure matters including the provision of sanitation. A portion of the total salary budget is allocated to sanitation services.

4.3.3 ELECTRICITY PROVISION

The municipality supplies to Fraserburg and part of Williston. The other part of Williston as well as Sutherland and the rural areas are serviced by Eskom.

4.3.4 WASTE MANAGEMENT

The municipality has an Integrated Waste Management Plan 2014/2018 in place which was compiled by the District Municipality.

These teams are responsible for the removal of domestic as well as business refuse. The teams each comprises of a tractor driver and general workers and the refuse are collected manually and transported to the landfill sites in each town. Black bags are available to the public at the municipality in which refuse must be placed. The municipality must ensure proper operation and maintenance of existing infrastructure and equipment through licensing and upgrading of landfill sites.

4.3.5 HOUSING

The municipality does not have a specific staff component to deal with housing matters as the provision of housing is a provincial function. If a housing project is approved the services Consulting Engineers and contractors through prescribed SCM principles. An objective of the municipality is also to enhance sustainable service delivery through infrastructure development with reference to the housing backlog of 680 houses by 2020.

4.3.6 FREE BASIC SERVICES AND INDIGENT SUPPORT

Due to the level of unemployment and subsequent poverty in the local municipal area, there are households that are unable to pay for normal municipal services. The municipality therefore adopted and Indigent Management Policy to ensure that these

58


households have access to at least all basic municipal services and was guided in the formulation of this Policy by the National Governments in this regard.

All households who qualify in terms of the said policy, receives a subsidy on property rates as well as other services charges such as water, refuse and electricity (50kWh of electricity per month free of charge as well as 6000 litres water per household per month (appr. 200 litres of water/day).

Only households where the accountholder or property owner has registered as indigent in terms of the municipality’s annual registration programme and whose registration has been approved and entered into the register of indigents qualify for the above concessions.

The subsidies on rates and the specified services charges will be determined as part of each annual budget and in terms of the Municipality’s Policies on property rates and tariffs.

4.3.7 ROAD TRANSPORT

Williston, Fraserburg and Sutherland have tar and gravel roads. The municipality must submit projects to MIG for the upgrading of roads regularly. The tar roads are currently in a poor condition with potholes occurring all over the roads. The municipality endeavors’ to arrange training for its personnel to repair potholes and also purchase the necessary equipment and material to do the work in the future.

The municipality however does not have the financial capacity to budget for the repair of all the potholes. The municipality will have to seriously consider resealing most of the tar roads in the future before it become lapidated.

The municipality does not have separate personnel attending to this function as there is a general working team who attend to all infrastructure matters including road services. A portion of the total salary budget is allocated to road services.

4.3.8 WASTE WATER STORM WATER DRAINAGE

Storm water drainage forms an integral part of road infrastructure. Due to the fact that the road infrastructure in the three towns is not up to standard it results in poor storm water drainage during times of heavy rain. The maintenance and construction of storm water structures will only be addressed once the municipality receives funds for the upgrading of its road infrastructure.

The municipality does not have separate personnel attending to this function or a budget in this regard.

4.3.9 COMMUNITY & SOCIAL SERVICES

LIBRARIES

The municipality has four libraries that render services to the communities of Williston, Fraserburg and Sutherland.

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The following post are approved on the organogram however the funding for these personnel where not received from the Provincial Library Services.

MUSEUMS

The municipality operates and maintains two museums one each in the towns of Williston and Fraserburg.

The post of 2 museum workers is approved on the organogram of the municipality.

CEMETERIES

The municipality has a cemetery in each of the towns which are maintained by municipal workers. The municipality does not have any crematoriums.

The municipality does not have separate personnel attending to this function or a budget for it.

CHILD CARE AGED CARE SOCIAL PROGRAMMES

The municipality does not provide this service as it is a provincial function however priorities and objectives are part of KPA 3 (Local Economic Development) to inform the province or any other NGO’s.

4.3.10 ENVIRONMENTAL PROTECTION

The municipality does not provide these services as it is a provincial function and services are provided by Namakwa District Municipality.

4.3.11 HEALTH

Health and ambulances is a provincial function and provided by the Department of Health. The service is however not satisfactory due to shortage of doctors ambulances as well as inferior conditions of the road infrastructure between the towns.

4.3.12 HEALTH INSPECTIONS AND ABATTOIR

The services is rendered and financed by Namakwa District Municipality on a contract base to the municipality.

4.3.13 SECURITY AND SAFTY

Fire and Disaster Management is currently a function of the Namakwa District Municipality however the municipality do have a water truck and fire units for emergencies to attend to. The compiling of a Disaster Management Plan is currently a responsibility of Namakwa District Municipality who assist us with it.

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4.3.14 SPORT AND RECREATION

The municipality has sport grounds in Williston and Fraserburg which are maintained by municipal staff.

5. HUMAN RESOURCES SERVICES

There are 104 posts approved on the current organogram and there are currently 18 vacancies on the approved organogram. Due to budget constraints the Municipality is not able to appoint all personnel as indicated on the approved organogram. Since the organogram was approved in June 2009 and revised in October 2010.

Karoo Hoogland Municipality went through a Work Study Process in 2014 to revise the organisational structure. Karoo Hoogland Municipality recognized the significance and importance of the development and management of its employees in order to deliver an optimal service to the community.

STAFFING AND MANAGEMENT PROFILE

The total staff complement as at 30 June 2014 was 101 employees.

STATUS OF MANAGERIAL POSITIONS AS AT 31 MARCH 2015

Municipal Manager appointed in November 2013 Head of Corporate Services Vacant Resigned in April 2014 Acting Head of Infrastructure Services appointed on 1 September 2011 Chief Financial Officer appointed Acting on 19 January 2015

SKILLS DEVELOPMENT AND TRAINING

The WSP was submitted on 30 June 2013 in terms of legislative requirements.

In order to promote and enhance skills development and training, a HR Officer was appointed during the 2010/2011 year.

EMPLOYMENT EQUITY REPORT & IMPLEMENTATION REPORTS

The Employment Equity Report is revised and submitted to the Departments of Labour and COGHSTA every two years. It was submitted in January 2013 for the period 2010 - 2012.

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6 ENVIRONMENTAL & SPATIAL ANALYSIS

6.6.1 NATURAL ENVIRONMENT

Protecting the Natural Environment is a priority for Karoo Hoogland taking into consideration with specific reference to global warming which contribute to climate change.

Karoo Hoogland is characterized by cool summer and extremely cold winter temperature with temperatures fluctuations that vary from an average low of 3°C to an average high of 20.5°C. In Sutherland, sub zero temperatures are often experienced with frost occurring on an average of 88 nights per year.

Sutherland is situated in the Roggeveld mountain range at a height of 1 450 meters above sea level on the south western escarpment of the inland plateau. At this height the area is expose to all the cold air coming from the south-west. Due to the low moisture levels and thin air, heat radiation at night is high. Sutherland is regarded as the coldest place in South Africa.

Rainfall occurs mostly in the summer with between 100-300mm expected per year. (Namakwa Biodiversity Plan, 2008)

Average Annual Rainfall

Average Rainfall (mm) Area (ha) %0 0 0

100-200 2 076 348 69.12

200-300 662 380 22.05

300-400 254 757 8.48

400-600 10 412 0.35

TOTAL 3 003 897 100DISCLAIMER: In terms of the municipal area (ha), it must be noted that the source data collected from the Municipal Demarcation

Board differs from the sourced data provided by the Department of Water Affairs and Forestry.

±70% of Karoo Hoogland has an average annual rainfall of between 100-200mm;±22% of the areas has an average annual rainfall of between 200-300mm.

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6.6.2 BIODIVERSITY

The purpose of the Karoo Succulent Ecosystem Programme (SKEP) is to provide for the conservation of the biome known as the Succulent Karoo. This biome covers approximately 116 000km² and stretches from the south-west to the north-west of South Africa and southern Namibia. It is considered an international biodiversity hotspot, comprising a diverse range of flora, reptiles and invertebrates, many of which are endemic to the region. However. Only 3, 5% of this biome falls under formal conservation areas and there is pressure on the environment from humans in the form of mining, crop agriculture, and ostrich farming. Overgrazing, illegal collection of fauna and flora, and climate change. In response to these threats, the SKEP programme was developed.

One of the outcomes of the programme was the delineation of nine geographic priority areas with the Succulent Karoo biome. The delineation process undertaken was as follows, “These areas were delimited based on agglomerations of high irreplacability planning units (few components of key ecological processes. Where the priority areas bordered one another the boundaries were defined on the basis of biotic discontinuities, e.g fundamental differences between the biota of the sandy coastal plain compared to the granite Namaqualand uplands. Within each of these geographic priority areas, fines scale conservation planning will be required to guide local land-use planning and decision-making and for reserve design.”

These 9 geographic regions are listed as follows:

Bushmanland Insebergs Central Breede Valley Central Little Karoo Cenral Nanaqualand Coast Greater Richtersveld Bokkeveld-Hantam-Roggeveld Knersvlakte Namaqua Uplands Spergebiet

A portion of the Karoo Hoogland is covered by the Bokkeveld-Hantam-Roggeveld geographic priority area and must be considered in terms of planning and conversation initiatives.

It is important to ensure that long term environmental sustainability is promoted through the planning process. The biodiversity principle and land use guidelines proposed for Karoo Hoogland in terms of the Namakwa District Biodiversity Sector Plan 2008 are therefore supported with regard to long term sustainable planning.

The Biodiversity Sector Plan, 2008 identifies Critical Biodiversity Areas (CBA’s) in terms of the landscape terrestrial and quatic features that are critical for retaining biodiversity. The categories and recommended land use activities are briefly discussed hereunder.

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At present, these are broad advisory statements to guide planners and provide better informed Spatial Development Frameworks and Integrated Development Plans. The situation on the grounds should still be verified by an ecologist before a decision on land use taken.

6.6.3 WATER SOURCES

There are no perennial rivers in Karoo Hoogland and groundwater is the main water source. A total of 12 groundwater sources are in Karoo Hoogland with zero surface water. Water is a scarce commodity in Karoo Hoogland and effective water management must be a priority. All three main settlements in Karoo Hoogland have internal reticulation networks. The scarcity of water in South Africa must be addressed at a national level and could be addressed through desalination plants along the coast and a possible lower Orange River

Water Conservation

A water Conservation and Water Demand Management strategy must be implemented to reduce water losses in all three towns.Rain water harvesting can potentially benefit individual household and Municipality by reducing the strain on the existing ground water resources.Re-use of effluent from the waste water treatment works must be investigated against the cost and technical requirements.

Water bodies

Dams and rivers that form part of the Water Supply system, or any water resource, should be managed in a sustainable way, especially when development or change in land use is envisaged.Compliance with the requirements of the Department of Water Affairs, when developing around dams, alongside rivers or when crossing rivers or streams, is a prerequisite.Proposed watercourses crossing must be placed in areas where the impact on the watercourse will be minimal.In terms of the National Water Act 1998, no development shall be permitted below the 1:100 year flood line, to be determined by professional engineer.A 100m buffer for rivers was demarcated for non-perennial rivers due to the absence of flood line calculations.Wetlands and perched water tables need to be identified and protected from being encroached on by development.

6.6.4 HERITAGE

National Heritage Resource Act, 1999 (Act 25 of 1999), provides for the establishment of the South African Heritage Resource Agency (SAHRA), and a Provincial Heritage Resource Authority in each province, which replaced the National Monuments Council (NMC). The Northern Cape Heritage Resources Authority is Ngwao Boswa Kapa Bokoni (Heritage Northern Cape), commonly known as Boswa. SAHRA and Boswa are obliged to identify those places tha respectively have special national and or provincial significance in terms of heritage assessment criteria. A heritage resource is protected by law from certain

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actions (alteration, subdivision, and change in land use) without the necessary contents from relevant authority.In terms of types of protection o heritage resources, the well known category of national monument has replaced or modified by a category of provincial heritage site for sites of outstanding national importance. The new scope of the act allows members of the public to identify places with qualities that are of special national or provincial significance to be declared national or provincial heritage sites.In Karoo Hoogland are several identified heritage sites with one heritage house identified in Sutherland. Fraserburg has a heritage grid in the town which consists largely of heritage houses and Parsonga Church. Williston has in excess of 10 houses identified with heritage characteristics and the bulk of these are the corbelled houses which are unique to this area.

The availability and accessibility of resource (natural or human) determines the potential for economic development of a specific area. The Main economic sectors of the Karoo Hoogland Municipality are agriculture and tourism.

The largely area of the Karoo Hoogland is characterized by sheep farms and small towns with agriculture forming the backbone of the Karoo Hoogland economy.

With the amalgamation of the three towns of Williston, Fraserburg and Sutherland into one municipal area, a strategy has to be devised to link these towns economically and to ensure and integrated approach in the economic rejuvenation of these towns.

Historically, this area is dominated by farming, in particular sheep farming, with the climate, vegetation and large tracts of grazing land ideally suited to this economic pursuit. Large areas of this municipal area are still dedicated to sheep farming and, as a result, the towns are characterized by limited infrastructure development, low population density and large scale poverty due to limited employment opportunities.

6.6.5 SPATIAL DEVELOPMENT

The Municipal Systems Act (Act 32, 2000) obligated all municipalities to prepare an integrated Development Plan (IDP) as the primary and overriding management tool. As an integral component of the IDP the SDF must also adhere to the requirements of the Local Government: Municipal Planning and Performance Management Regulations, 2001.

The Local Government Planning and Performance Regulations (2001) stipulate the content of the SDF. In terms of Section 4 of Regulations the SDF is required to.

Give effect to principles contained in Chapter 1 of the Development Facilitation Act, 1995Set out objectives that reflect desired spatial form of the Municipality.Contain strategies and policies regarding the manner in which to achieve the objectives which must:

Indicate the desire pattern of land use Indicate the direction of growth Provide strategic guidance in respect to location and nature of development Set out basic guidelines for land use management system Set out a capital investment framework for development programmes

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Incorporation a strategic assessment of the environmental impact land within the Municipality

Identify programmes and projects for development of land within the Municipality Be aligned with neighboring municipal SDF’s Provide visual representation of the desired spatial form which Must indicate areas in which the intensity of land development could be either

increased or reduced Must indicate desired and undesired utilization of land in an area Indicate conservation of both the built and natural environment Must indicate where public private land development and Infrastructure investment

should take place May delineate the urban edge Must identify where priority spending is required

A copy of the Spatial Development Framework is available at the office the Municipal Manager.

6.6.6 DISASTER MANAGEMENT

The Disaster Management Act, Act 57 of 2002, required that, inter alia, the three sphere of government prepare Disaster Plans (Section 39 and 53 of the Act). Karoo Hoogland Municipality adopted a Disaster Management Plan in 2011.

The Namakwa District Municipality executed a detailed disaster hazard, vulnerability and risk assessment for its area of jurisdiction, including all six local municipalities.

With this information it became possible to compile a disaster management level two plan. Mainly because the disaster management level 2 plan predominately focuses on the implementation of appropriate disaster risk reduction programmes, which is the main responsibility of the local municipality, these plans have to be aligned the IDP and SDF of each local municipality. Hence, this level 2 plan dealt with information relevant to the Karoo Hoogland Local Municipality (KHLM).

The disaster risk assessment consists out of the disaster hazard, vulnerability and risk assessment and will be discussed next.

During an extensive consultative process with local communities, the potential hazards and risks in the NDM can be summarized in Table 6.These information has been transferred to appropriate GIS-maps and also be integrated with scientific information to compile appropriate disaster hazard profile maps for each local municipality.

TABLE 6: HAZARD IDENTIFICATION USING INDIGENOUS KNOWLEDGE

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NAMAKWA DISTRICT MUNICIPALITY: HAZARD IDENTIFICATION USING INDIGENOUS KNOWLEDGE

Karoo Hoogland Hantam Kamiesberg Nama Khoi Richtersveld Khai-Ma

DroughtFloodWind StormStorms & CycloneDam FailureHazmatLanding Strips: Private Aircraft AccidentsVeld FireStructural FireSnowStorm waterNuclear WasteLightningSoil Erosion

VulnerabilityKaroo

Hoogland Hantam Kamiesberg Nama Khoi Richtersveld Khai-MaTelecommunicationRoadsWaterSanitationElectricityHuman DiseaseHealth ServicesAgri DiseaseAbattoirPovertyAmbulance ServicesMine ActivitiesOpen Cast MinesDumping SitesShortage of MortuaryShortage of Old Age HousesGas DevelopmentRising of See TemperaturesSee Rescue Services

HighMeduim - HighMeduimMeduim-LowLow

Hazard / RiskLocal Municipality


6.6.7 CLIMATE CHANGE

Climate

“Climate change” refers to any change in climate over time, whether due to natural variability or as a result of human activity. Current climate change, often referred to as global warming, is caused by the emission of large amounts of Greenhouse Gases and is a direct result of human industrial activities. The United Nations Framework Convention on Climate Change (UNFCCC) defines climate change as “a change of climate which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere and which is in addition to natural climate variability observed over comparable time periods.”

Rainfall

Rainfall in the Namakwa District is already very variable and very low compared with the rest of South Africa. There are already noticeable water constraints that impact on the ability of municipalities to deliver water services effectively. Median and worst case scenarios predict a decrease in rainfall for Namakwa’s winter rainfall areas, with average annual rainfall projected to decrease by up to 30% along the west coast by 2100. This drying trend is particularly strong towards the end of the rainy season. Changes in weather patterns in the summer rainfall areas can be expected as a result of climate change and the Namakwa District is likely to experience some combination of the two rainfall impacts. A best case scenario to 2050 indicates there may some early increase in rainfall, followed by drying later as frontal systems shift southwards. There are likely to be more frequent and more intense rainfall related extreme weather events such as droughts and storms. The NDM is already drought prone, and while little change is projected in the immediate future, droughts are expected to increase in frequency and severity by up to 50% towards the end of the century.

Temperature

The Karoo Hoogland LM is already a hot place, with summer day-time temperatures regularly reaching the high into the 30s Celsius. Climate scientists predict a rise in average temperatures as a result of climate change. A significant trend for increasing temperatures is already shown by weather stations in the Northern Cape tacking temperature data from 1960-2003. Under a relatively unmitigated scenario for future climate change, the Namakwa District can expect a 1-3°C increase in temperature along the coast by 2050, rising to a 3-4°C increase in temperatures by 2100. The interior can expect greater increases in temperature, between 3-6°C increased in temperatures by 2100.

Coastal Processes

According to the IPCC (2007), sea levels are projected to rise globally by 15 to 95cm by 2100. The coastline may be impacted by ‘storm surges’ and rising sea levels. The town of Port Nolloth, for example, has been affected by storm surges in the past (most recently in 2009) and may be at risk from the same in the future. Although overall vulnerability to these processes is fairly low due to a steep, rocky coastline evolved in response to historical big swell and wave action, there are nodes of vulnerability around towns, fishing fleets, and estuaries.

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Impacts Analysis

A combination of increasing temperatures and reduced and/or more variable rainfall could have severe negative impacts for the Namakwa District. The municipality is characterised by fairly high levels of poverty and inequality, isolated communities, and a large geographical area, which results in a vulnerable population. Large numbers of people, both private and communal, are also directly dependent on agriculture, and therefore on functioning ecosystems and water regimes, for their livelihoods. These are sensitive to climate change. Water quality and availability will likely be the greatest area of impact in the Karoo Hoogland.

Conclusion

Climate change threatens food security, poverty alleviation and sustainable socio-economic growth, core mandates of the municipality. Climate change will impact persons and groups that are already vulnerable. Policy decisions taken in the next decade will largely determine the dimension of the impact of climate change. Eco-systems-based adaptation approaches, using nature and biodiversity to help people cope with and respond to the negative impacts of climate change, will have an important role to play in the Karoo Hoogland. Local government is in the front line of implementation and service delivery, and thus local government needs to pursue adequate mitigation and adaptation strategies, which should include participation from the public sector, the private sector and NGOs. There is a need for collaboration amongst all stakeholders. It is also necessary that progressive planning and risk assessment must be done to minimize the effects of climate change. In the case of the Karoo Hoogland municipality these risk assessments have already been completed in the Disaster Management Plans for each municipality and the Climate Change Vulnerability Assessment for the District. Planning can include:

Over the short term: Disaster risk reduction and disaster relief preparedness, early warning systems for adverse weather, pest and disease occurrence; adequate support for vulnerable groups; equitable disbursement of financial assistance; and the identification and prioritised sustainable management of ecosystems (including agricultural lands) that provide critical ecosystem services such as water retention and flood protection, and their restoration where these are damaged or compromised.

Over the medium term: Develop an enhanced understanding of longer term climate variability and change and use this to devise adequate disaster management for affected regions; develop sector-specific strategies to cope with variability as a precursor for adaptation to long term climate trends. This could include working with farmers to test and adopt best practices for land and nature resource management in order to quantify the benefits and overcome the challenges of adaptation approaches, restoration and maintenance of key ecosystem services (grazing land, rivers, and wetlands).

Over the long term: Significant investments in new adaptation tools, technologies and techniques in conserving, rehabilitating and restoring natural ecosystems to continue to improve the ability of people and society to withstand the adverse impacts to climate variability and climate change at all time frames.

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While the short term planning needs can be easily addressed in IDP processes, medium and longer term processes should be incorporated into a climate change response plan linked to the Northern Cape Climate Change Response Strategy.

The strategic priority areas for climate response discussed at the workshop are summarised in the figure below and include awareness and capacity building on climate change response, water infrastructure disaster risk management and livelihoods particularly the protection of agricultural livelihoods and the diversification of livelihoods strategies.

6.6.8 TOURISM SECTOR

Historically, Karoo Hoogland was not a tourism destination. The economy of the area predominantly focused on agriculture, as mentioned above. Furthermore from a historical point of view the 3 towns of Fraserburg, Williston and Sutherland did not share economic linkages with one another.

After amalgamation into a single local authority, being a single political entity, strategies had to be put in place to link these towns, with an integrated approach to economically rejuvenate these towns individually and collectively.

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All 3 of these towns have had separate initiatives in the past in respect of developing a tourism industry, although on an isolated and limited scale. The construction of one of the most powerful telescopes in the world (the Southern African Large Telescope - SALT), created a new awareness in terms of the tourism potential of the area, with reference to astronomy. Now, the construction of the Karoo Array telescope (MeerKAT) near Williston brings more potential to the area in terms of astronomy. Other popular tourism strengths in the area include: an extinct volcano in Sutherland; dinosaur footprints and fossils in Fraserburg; historical buildings and routes in Williston.

Karoo Hoogland Municipality will embarked on a “Twining Agreement” with SKA to ensure optimal benefit for the communities in Karoo Hoogland.

6.6.9 SQUARE KILOMETRE ARRAY (SKA)

The Karoo Array Telescope (MeerKAT) project involves the construction of a world-class radiotelescope, which is being built by the Department of Science and Technology and the National Research Foundation near the towns of Carnarvon and Williston.

The construction of the SKA is expected to cost about 1.5 billion Euros. The operations and maintenance of a large telescope normally cost about 10% of the capital costs per year. This means the international SKA consortium, if approved, will be spending approximately 100 to 150 million Euros per year on the telescope.

It is expected that a significant portion of the capital, operations and maintenance costs would be spent in the host country, but not necessarily in Karoo Hoogland. South Africa's Astronomy Geographic Advantage Act (2007) declares the entire Northern Cape Province, with the exception of the Sol Plaatje Municipality (Kimberley) as an astronomy advantage area.

Within that, an area of 12.5 million hectares is the main protected area – or radio astronomy reserve - for the SKA. This area is also referred to as the Karoo CentralAstronomy Advantage Area.

Other benefits of the proposed SKA South Africa site include:

• Low levels of radio frequency interference and certainty of future radio quiet zone;

• Very little light pollution;• Basic infrastructure of roads, electricity and communication in place;• Ideal geographical location, sky coverage and topography;• Safe and stable area with very few people and no conflicting economic activities;• Required land, labour and services available and very affordable;• Excellent academic infrastructure to support SKA science and technology; and• The astronomical "richness" of the southern skies and strong tradition of

astronomy.

Hosting the SKA in South Africa will boost the development of high level skills and cutting edge technology infrastructure in Africa, and will also attract expertise and collaborative projects to the continent. In contrast, however, the limitations for development in terms of the area declared an advantage area could have long-term implications for the region. In

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particular, concerns maybe raised later where light, population density, etc., may outstrip that of the SKA requirements

Clarity around the kind of academic infrastructure required to support SKA science andTechnology would also need to be unpacked and understood in terms of the local population’s access to this education and how this will be facilitated at a provincial or national government level, wherever such education or training may take place. Certainly, the local population, through a proper academic selection process, should have first right of reservation of those academic opportunities.

SKA Development implications

Once an area has been declared an astronomy advantage area, measures for protection from detrimental radio interference will be applied as provided in the regulations. Protection levels shall be enforced on any new radio frequency service operating within specific frequency ranges and existing radio frequency services with the proviso that concessions may be granted.

The implementation of protection will be carried out in two phases:

1. Existing transmissions need to be authorised by the management authority, including any existing new requirements for transmission or upgrading.

2. An ongoing process to deal with new requirements and upgrading of radio frequency.

Karoo Core Radio Astronomy Advantage Areas Regulations

1. Radio communications with transmitters located within the Karoo Core Radio Astronomy Advantage area which operate within the frequency band from 70 MHz to 25.5 GHz are declared activities that may only be undertaken as prescribed in these regulations.

2. No fixed transmitting stations operation within the frequency spectrum from 70 MHz to 25.5 GHz maybe located in the Karoo Core Radio Advantage Area.

3. Any existing transmitter stations operating within the frequency spectrum from 70 MHZ to 25GHz within the Karoo Core Radio Advantage Area will have to be relocated to a location outside the Karoo Core Radio Astronomy Advantage Area.

Karoo Central Radio Astronomy Advantage Areas Regulations

1. Radio communications with transmitters located within the Karoo Core Radio Astronomy Advantage area which operate within the frequency band from 70 MHz to 25.5 GHz are declared activities that may only be undertaken as prescribed in these regulations.

2. Frequency bands within the radio astronomy band from 70 MHz to 25.5 GHz to beauthorised for radio communication within the Karoo Central Radio AstronomyAdvantage Area will be determined by the management authority in consultation with the entities involved according to prescribed procedures.

3. The geographical extent of the Karoo Central Radio Astronomy areas are defined in the declaration are the areas beyond the declared Karoo Core Radio Astronomy Advantage Area and within the outer boundaries of the areas referred to as Karoo Central Radio

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Astronomy Areas 1, 2 and 3:

Karoo Central Astronomy Radio Astronomy area 1 shall apply to the frequency band 70 to 1710 MHZ.

Karoo Central Astronomy Radio Astronomy area 2 shall apply to the frequency band1710 to 6000 MHZ.

Karoo Central Astronomy Radio

Karoo Coordinated Radio Astronomy Advantage Areas Regulations

1. Radio communications with transmitters located within the Karoo Coordinated Radio Astronomy Advantage area which operate within the frequency band from 70 MHz to 6000 MHz are declared activities that may only be undertaken as prescribed in these regulations.

2. The geographical extent of the Karoo Coordinated Radio Astronomy Advantage areas are defined in the declaration and are the areas:

Between Karoo Central Radio Astronomy area 1 outer boundary and Karoo Central Radio Astronomy area 1 outer boundary for the frequency band from 70 to 1710

MHz and for transmissions with an effective radiated power exceeding 60dBm. Between Karoo Central Radio Astronomy area 2 outer boundary and the borders of

the Northern Cape, excluding Sol Plaatje, for the frequency band from 1710 to 6000MHz and for transmissions with an effective radiated power exceeding 60dBm.

6.6.10 SOUTH AFRICAN LARGE TELESCOPE (S.A.L.T)

Once an area has been declared an astronomy advantage area for the purpose of opticalastronomy and related scientific endeavours, it will be protected from detrimental opticalinterference.

Core Optical Astronomy Advantage Areas

1. Astronomical Activities on the site and adjacent areas within 3 kilometres radius arecontrolled by the operating institution, with the adjacent area covered by cooperative agreements.

2. Activities of those admitted to the site will e under the control of the managementauthority in coordination with the operating institution, these activities shall include but not be limited to-(a) Light emissions(b) Any activity that produces dust, smoke or equivalent pollution s may be determined by the management authority.

3. For the protection of optical astronomy, no additional outdoor lighting may be may be installed in the core astronomy advantage area without the permission of themanagement authority in coordination with the operating institution.

4. Monitoring of sky brightness and transparency will be carried out on the observingplateau of the site, using the 0.5m telescope and photometer and a standard telescope provided through the International Dark-sky Association

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Central Optical Astronomy Advantage Areas

1. All developments including industrial, domestic, sporting, cultural and tourism shall be subject to standards determined by the management authority to assess potential impact on the observing conditions at the core site.

2. All new outdoor light fittings and fixtures to be converted to lower power, full cut-offdevices so as to minimise night sky pollution.

3. The lighting should not permit more than 0.8% of the total flux to be emitted in the upper hemisphere for illuminations less than 15000 lumens.

4. Outdoor light fixtures or arrays of light fixtures, emitting more than 80 lumens should not emit more than 0.8% of the total flux in the upper hemisphere.5. Lighting should be low pressure sodium.6. Conversion of existing outdoor lighting facilities will be coordinated with the

management authority through the relevant municipalities.7. Open cast mining is prohibited.8. Other mining and constructing activities shall be agreed to with the management

authority after the receipt of assessment.9. All outdoor light fittings and fixtures to be converted to full cut off devices

conforming in the case of street lighting to illumination levels higher than those specified by SANA 10998-1, so as to minimise night sky pollution.

Coordinated Optical Astronomy Advantage Areas

1. Municipalities shall develop plans to reduce lighting by moving to lower power, highefficiency public lighting with lower impact on sky brightness.

2. Municipalities shall develop plans to minimise external sporting, cultural and advertisinglighting by using the full cut off fixtures. Billboards and structures may not be lit frombelow if more than 5% of the light will reach the sky.

3. The management authority and Municipality shall develop regulations requiringcommercial and security lighting to use cut-off fixtures, in cooperation with themanagement authority.

4. The management authority and municipalities shall develop regulations requiringcommercial and security lighting to use cut-off fixtures, in cooperation with themanagement authority.

5. The management authority and municipalities shall develop plans to minimise largescale dust and smoke pollution that might reach the Sutherland Core Optical Astronomy Advantage Area.

6.6.11 INSTITUTIONAL FRAMEWORK

This section is an overview of the current status of institutional arrangements in terms of the organogram of Karoo Hoogland Municipality.

Integrated Development is a legislative requirement cooperative development between government the private sector and civil society. It is not a specific a specific action or programme, but occurs when a spectrum of stakeholders harness their individual resources and ideas to strive for a better economic status within a Locality. All stakeholders have responsibilities and roles to play in the process.

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Karoo Hoogland LM consists out of the infrastructure Services-, Financial Sevices- and the Corporate Services Department. The figure below provides a basic illustration of the organisational structure.

Figure below – KAROO HOOGLAND ORGANOGRAM

Karoo Hoogland LM consists out of the infrastructure Services-, Financial Services- and the Corporate Services Department. The figure below provides a basic illustration of the organisational structure.

Current capacity should be optimized through capacity building within the Municipality, which would entail either Training Programmes or Capacity Building Programmes. Training programmes educate and update the knowledge of the IDP personnel, whereas Capacity Building Programmes are aimed at providing support and guidance for the IDP personnel and councilors.

6.6.12 RENEWABLE ENERGY

Before examining the potential of the Namakwa District for renewable energy, it is important to understand the policy and regulatory environment surrounding renewable energy in South Africa. The current energy policy in South Africa is guided by the Integrated Resource Plan (IRP) for Electricity2010-2030. The IRP aims to diversify energy supply in South Africa and in addition to all existing and committed power plants (including 10 GW committed coal), the plan includes 9,6 GW of nuclear; 6,3 GW of coal; 17,8 GW of renewables; and 8,9 GW of other generation sources. From the above it can be seen that more than 40% of new capacity is allocated to renewable energy, largely wind and solar energy. This blueprint indicates government’s clear intention not only to diversify the

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energy mix away from the tradition of fossil-fired power generation, but to take advantage of the possibilities relating to the Green Economy in creating new industries and much needed jobs.

The actual Renewable Energy IPP Bidding Programme was initiated in 2010 and under the current RFP, requires 3725 MW of renewable energy capacity to be committed by 2015. Initially the DoE indicated that a fixed-pricing scheme was going to be offered to IPPs, but in the end, opted for a competitive pricing option in which bids are evaluated on tariff and the identified socio-economic development objectives of the Department. Under the current RFP, bids by IPPs are accepted only during predefined bid windows, the first two of which have already taken place. Bids are evaluated on a variety of grounds including price, job creation, local content, preferential procurement, enterprise development and socio-economic development. Under the conditions of the RFP, there is also a cap for each renewable energy sector on the number of MW that may be submitted within a bid. This is to encourage more entrants to the market and also to allow smaller developers access. Following the closure of the bid windows all the bids submitted during the bid window are evaluated and the preferred bidders who will be allowed to enterinto power purchase agreements with ESKOM are announced.

The 2010 and desired 2030 energy mix for South Africa, according to the current iteration of the IRP. Figure taken from the 2010 IRP available at Department of Energy website

http://www.energy.gov.za/IRP/irp%20files/IRP2010_2030_Final_Report_20110325.pdf.

Wind farm

Two separate wind farms are proposed:

a) Roggeveld Wind Farm development is proposed in the Roggeveld Mountains.

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The facility will utilise wind turbines to generate electricity that will be fed into the Nation Power Grid. The facility will have an energy generation capacity of up to 750MW and will consist of the following:

• ± 250 wind turbines• Electrical connections• Substation (single storey of approximately 2500m² in size)• Access roads and site access and• Additional project infrastructure

b) Suurplaat Wind Energy Facility lies 50km south-east of Sutherland and 41km north of the N1 national road. The study area measures approximately 10 874 hectares. The electricity generated will be fed into the National Power Grid and will consist of 140 wind turbines and associated infrastructure (i.e. substations, access roads and distribution power lines.

Gas exploration

Gas exploration is currently being investigated in close proximity to Fraserburg. The extent and location of the project is yet to be confirmed.

6.6.13 INTERVENTION AREAS

Intervention areas are seen as those areas that require internal or external assistance toprevent further deterioration or to maintain or to improve the current state of affairs.Karoo Hoogland Municipality needs to focus on:(a) Basic service delivery,(b) Economic development by focusing on space research (SKA and SALT) and historical value of settlements and (c) The conservation of the natural vegetation that is unique to the arid environment.

The focus on economic development, primarily based on the tourism potential of the area, is a more viable approach to improve the money supply into towns than to try to build the supply from within. The Municipality should direct attention to the key roads within its boundaries for these to be developed in the interest of the local economic development opportunities available to its population.Distinction is made between Priority Investment Areas, including those areas that require capital investment and Policy Intervention Areas, being those areas that need to be regulated through strict management guidelines to achieve desirable outcomes.

6.6.14 BACK TO BASICS

On 18 September 2014 President Jacob Zuma convened the second Presidential Local Government summit at the Gallagher Convention Centre Midrand Johannesburg. The theme of the Summit was “Back to Basics” Serving Our Communities Better.

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The summit was convened to provide an intergovernmental platform for the Minister of Cooperative Governance and Traditional Affairs, Mr P Gordhan (the Minister) to introduce government and stakeholders to the “Back to Basics” approach for Local Government.

The impetus for the Summit was the imperative indentified by the Minister to improve the functioning of municipalities to better serve communities by getting the basics right. In this respect government must have a common understanding of where we are where we could be and what needs to be done.

The core document “Back to Basics: Serving Our Communities Better was distributed to all delegates at the summit. This paper acknowledges what has been achieved so far indentifies our remaining challenges and proceeds to outline the Back to Basics Programme for change. Key performance standards are also introduced, as well as an articulation of the roles and responsibilities of each sphere of government and the Traditional Leaders in the implementation of the programme.

The Back to Basics document also contains an Appendix with proposed Municipal reporting activities by Mayors, their councils and Municipal administration which are for immediate implementation. It is thus a framework programme for our collective action.

Mr Pravin Gordhan the Minister for Cooperative Governance and Traditional Affairs (CoGTA) delivered a presentation which focused on the Back to Basics approach and Programme of action.

The Key priority the Minister emphasized was the importance of “Getting the Basics Right”. He then introduced the five (5) pillars of “back to basics” approach which are principles for action as below.

Putting people first Delivering basic services Good governance Sound financial management Building capacity

Towards responding to “Getting the Basics Right” and recognize that there are varying levels of performances amongst different categories of municipalities for example with regard to service delivery public participation processes, good governance, financial management and technical capacity the need exist to prioritise the following towards improving municipal performance:

Priority 1: For those municipalities in a dysfunctional state the objective is to get them to perform at the very least the basic functions of local government. This will be achieved through the enforcement of current policies and legislation, the systematically managing of their performance and accountability and ensuring that there are consequences for underperformance. Minimum performance requirements include ensuring the proper functioning of council structures and council processes the provision of basic services and the appointment of competent staff these are nonnegotiable;

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Priority 2: For municipalities who are functional but are not doing enough in critical areas of service a support programme will be developed to progress to a higher path. Here the focus will be on building strong municipal administrative systems and processes and to ensure that administrative positions are filled with competent and committed people whose performance is closely monitored. The oversight system for local government will be improved through creating real time monitoring systems. Measures will be taken to ensure that municipalities engage properly with their communities.

Priority 3: Municipalities that are performing well be incentivized by giving them greater flexibility and control over their resources and grants. They will be encouraged to move beyond the basics as they have the potential to transform the local space economy and integrate and densify their communities towards a more advance and sustainable development path.

Priority 4: There will be a targeted and vigorous response to corruption and fraud and zero tolerance approach to ensure that these practices are rooted out. Supply chain management practises in municipalities will be closely scrutinized. Where corruption and mismanagement have been identified government will not hesitate to make sure these are decisively dealt with through provisions such as asset forfeiture and civil claims. CoGTHA and its stakeholder’s partners will also work to change practices in the private sector and enlist the support of civil society to change the national morality.

Council approved The Back To Basics Action Plan for the municipality on the 25 February 2015.

PRIORITY INVESTMENT AREAS

The towns of Karoo Hoogland are the priority investment areas as these are the places where the people are concentrated.

6.6.15 INVESTMENT REQUIREMENTS

The following 3 investment requirements are identified:

Priority 1: Investment in infrastructure to provide a basic level of infrastructure services

This investment entails the provision of a basic level of infrastructure services in an area,independent of the growth potential of the area or town:

The provision of a basic level of services in all towns. To develop basic services in rural areas (farms). There is a need for a total of 880 houses, with Fraserburg needing 340, Williston 300 and Sutherland 240, with the biggest need for subsidised housing in Fraserburg,

followed by Williston and Sutherland. Community facilities in Sutherland to cater for visiting school groups and tourists. Roads between the towns need to be upgraded or tarred.

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Priority 2: Investment in human capital to promote economic growth

This investment refers to the development of human and social capital in order to promote and grow the economic potential of the individual.

This strategy needs to be aligned with the capacity building and training initiatives identified for the CRDP focus areas.

A community computer training centre is suggested for Sutherland

Priority 3: Investment in human capital to promote general welfare This investment refers to the support given to vulnerable groups and communities, as well as the development of basic life skills to:• Improve primary health care in all towns.• Ensure food security, especially for the elderly and infants – promote the establishmentof community gardens in all towns.• Development of life skills in the most important areas.• Increase access to government services throughout the municipal area through ThusongService Centres in all towns.

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CHAPTER FOUR: DEVELOPMENT STRATEGIES

In establishing an appropriate Economic Development for the Karoo Hoogland Local Municipality, it is essential to make reference to relevant policies at a Local, District, Provincial and National level. By reviewing the relevant policies, one can contextualize the environment in which the development will exist and more importantly, provide guidelines and targets that will direct the Economic Development in an appropriate manner. This will also ensure that the IDP which is developed aligns with National, Provincial, District and Local initiatives. This policy analysis will be completed for National, Provincial, District and Local policies and legislation. More specifically the following policies will be reviewed:

1. Strategy Guidelines2. National Level3. The New Growth Path Plan (NGP 2010)4. Industrial Policy Action Plan (IPAP2 2010) 5. Comprehensive Rural Development Programme (CRDP 2009) 6. Local Government Turnaround Strategy (LGTAS 2009)7. Tourism Growth Strategy (TGS 2008 - 2010)8. National Industrial Policy Framework (NIPF 2007)9. National Spatial Development Perspective (NSDP 2006)10.The National Local Economic Development Framework (2006 – 2011)11.Joint Initiative on Priority Skills Acquisition (JIPSA 2006)12.Regional Industrial Development Strategy (RIDS 2006)13.The Broad-Based Black Economic Empowerment Act (2004)14.Local Government: Municipal Finance Management Act (MFMA 2003)15. Integrated Sustainable Rural Development Strategy (2000)16.The White Paper on Local Government (1998)17.The Municipal Systems Act (2000) and Municipal Structures Act (1998)18.The Constitution (RSA 1996)19.National Strategy for the Development and Promotion of Small Businesses in South

Africa (1995)20.National Development Plan (2013)

Provincial Level

1. Northern Cape Provincial Growth and Development Strategy (NCPGDS 2005)2. Northern Cape Provincial Spatial Development Strategy (NCSDS)3. Northern Cape Local Economic Development Strategy (NC LED 2009)4. The Northern Cape Municipal LED Framework (2010)5. Northern Cape Agriculture and Agro-Processing Sector Development Strategy

(AAPSDS)6. Northern Cape Mining and Mineral Sector Strategy7. Northern Cape Manufacturing Strategy8. White Paper on the Development and Promotion of Tourism in the Northern Cape

(2005)

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National Framework

Provincial Framework

District Framework


District Level

1. Namakwa District Municipality Integrated Development Plan (IDP 2006 – 2011)2. Namakwa District Municipality Local Economic Development Strategy (LED 2009)3. Namakwa District Biodiversity Sector Plan (2008)

Local Level

1. Karoo Hoogland Local Municipality Integrated Development Plan (IDP 2015-2016)2. Karoo Hoogland Local Municipality Rural Spatial Development Framework/Land

Development Plan (2010)3. A Strategy for the Development of a Tourism Industry in Karoo Hoogland (2002)4. Local Economical Development Strategy Karoo Hoogland (2011)

The aim of this section is to ensure that the Karoo Hoogland IDP aligns with the goals and objectives as outlined within the National, provincial, District and Local polices.

These policies are all embedded within each other and their goals and objectives are all aligned with each other, as can be seen in Figure below.

4.2 ALIGNED LONG-TERM STRATEGIES

In August 2012 National Cabinet approved the South African National Development Plan 2030 (NDP). The Plan addresses a large number of social, political and economic challenges and issues, and essentially proposes a long term strategy to increase employment and invest in human capital through education and training. One of the main ways of influencing a municipality development path is through a planning process with a strong vision to achieve what is necessary to counteract negative forces and impacts. A long term plan can also set a municipality and its area on changed growth and development paths in the provincial, national and international context.

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NDP Chapter 3: Economy and development

The objective relates to the implementation of public programmes, with which the municipality aligns through its Key Priority Area (KPA 3) Local Economic Development and its Local Economic Development Strategy and Expanded Public Works Programme (EPWP) implementation. The municipality identified priorities and objectives and do align with the objective of the National Development Plan.

NDP Chapter 4: Economic infrastructure

The objective relates to the provision and sustainability of services such as water, electricity and public transport, and the establishment of fibre-optic network that can provide competitively priced and widely available broadband. One of the objectives of the municipality under (KPA 2) Service Delivery is to ensure proper operation and maintenance of existing infrastructure and equipment however the municipality envisaged through key stakeholders such as the Southern African Astronomical Observatory (SAAO) and Southern Largest Telescope (SALT) and Square Kilometer Array (SKA) to established computer centre with access to internet.

NDP Chapter 5: Environmental sustainability and resilience

This objective also relates to the implementation of public employment programmes. The municipality make use of the Expanded Public Works Programme (EPWP) implementation. The municipalities identified priorities and objectives under Key Performance Area (KPA 3) and do align with this objective of the National Development Plan.

NDP Chapter 6: Inclusive rural economy

This objective also relates to the implementation of public employment programmes. Through the Key Performance Area (KPA 3) Local Economic Development the municipality did identify agricultural projects for development and marketing this however needs to be linked to develop and source skills related to social development. Land use should be restricted to agricultural and tourism activities and uses ancillary and development the establishment of an Agri Cultural Village and Industry. The municipalities identified priorities and objectives under Key Performance Area (KPA 3) and do align with this objective of the National Development Plan.

NDP Chapter 7: South in the region and the world

This objective has no direct impact on the municipality.

NDP Chapter 8: Transforming human settlements

This objective relates to how municipalities spatially enable the densification of the municipality to promote a better mix of human settlements, which allow people to live closer to their places of work and services. The municipality embarked through integrated

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human settlements. The municipalities identified priorities and objectives under Key Performance Area (KPA 2 and 3) and do align with this objective of the National Development Plan.

NDP Chapter 9: Improving education training and innovation

This objective relates to early childhood development and implementation of public employment programmes. The municipalities identified priorities and objectives under Key Performance Area (KPA 3) and do align with this objective of the National Development Plan.

NDP Chapter 10: Health care for all

This objective relates to access to primary health care by improving tuberculosis (TB) prevention and cure reducing maternal infant and child mortality and reducing injury accidents and violence. Although this is not a municipal mandate it is important to support public employment and programmes the municipalities Key Performance Area (KPA 3) do support social programmes for its area of jurisdiction.

NDP Chapter 11: Social Protection

This objective relates to the need for all children to have proper nutrition employment opportunities to be created through skills development and for all people especially women and children to feel safe. The municipalities identified priorities and objectives under Key Performance Area (KPA 3) and do align with this objective of the National Development Plan.

NDP Chapter 12: Building safer communities

This objective relates to the need for all people, especially women and children to feel safe at home at school and at work and to enjoy an active community life free of fear. The municipality under Key Performance Area (KPA) 3 Local Economic Development prioritized the municipal area to be a safe and affordable haven for all residents and visitors with clear objectives identified.

NDP Chapter 13: Building a capable and developmental state

This objective relates to the state playing a developmental and transformative role. It entails that staff at all levels should have the competence experience and authority to perform their jobs and that the relationship between the spheres of government should improve and be managed more proactively. The municipalities Work Skills Plan plays a important role and support this objective.

NDP Chapter 14: Fighting corruption

This objective relates to achieving a corruption free society high adherence to ethics throughout society and a government that is accountable to its people. The municipality aligns with this objective through its establishment of an external audit committee.

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NDP Chapter 15: Nation building and social cohesion

This objective relates to the need for citizens to accept that they have both rights and responsibilities and most critically the pursuit for a united prosperous non racial non sexist and democratic South Africa. To achieve this outcome the municipality objective to ensure increased access to innovative human settlements for those who need it and providing community facilities that will residents at home. Strengthening community capacity to prevent crime and disorder and managing service delivery through the service management programme ensure cohesion.

4.3 PRIORITY ISSUE AND OBJECTIVES FOR EACH KPA

The purpose of a development objective is to indicate "what" needs to be obtained in order to achieve your vision based on the shortcomings identified during the analysis phase. During this phase certain "what to do procedures" would also be formulated on how to achieve the objectives.

4.3.1 KPA 1: SPATIAL DEVELOPMENT

Priority Issue: Integration of new projects within SDFObjectives:

Revision of spatial development framework once the IDP has been approved to ensure that all new projects are contained in the SDF.

Settlements must be located in climate safe locations, reducing climate related risk and vulnerability.

KPA 2: SERVICE DELIVERY

Priority Issue: Lack of infrastructure for proper service deliveryObjectives:

To enhance sustainable service delivery through infrastructure development To ensure proper operation and maintenance of existing infrastructure and

equipment To develop appropriate skills required for efficient service delivery To ensure a healthy environment for all residents with reference to combinable

diseases Provision of standard sanitation for all residents Improve the storm water infrastructure Improve road infrastructure Infrastructure plans should be evaluated to ensure that they are sustainable

resilient, and in climate safe locations

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4.3.3 KPA 3: LOCAL ECONOMIC DEVELOPMENT

Priority Issue: The successful implementation of the new LED strategy:Objectives:

To establish partnerships with relevant stakeholders and consult with them in the successful implementation of the LED strategy

Priority Issue: The development of a tourism industry:Objectives:

Develop a tourism strategy in consultation with stakeholders Develop skills and services related to tourism Develop tourism infrastructure The marketing of Karoo Hoogland as a tourism destination Establishment and enhancement of festivals unique to the area

Priority Issue: Address social challenges that hinder economic developmentObjectives:

Establish, in consultation with stakeholders, a strategy for the management of alcohol abuse and related welfare challenges

Develop or identify infrastructure to support social welfare programmes Develop and enforce by-laws relating to establishments that contribute to social

challenges Develop youth empowerment programmes Develop and source skills related to social development

Priority Issue: Education, illiteracy and skills developmentObjectives:

Engage with schools and relevant stakeholders regarding access to and development of training infrastructure

Establish, with relevant stakeholders, general training and skills development programmes accessible by the community

Engage with relevant stakeholders regarding the enhancement of education in the area

Priority Issue: Stimulate local economyObjectives:

Attract potential investors through incentive programmes Develop basic infrastructure on vacant municipal land e.g. water, electricity Enhance skills and SMME development with a view to marketing services outside

the region Identify agricultural projects for development and marketing

Priority Issue: Safe and affordable haven for visitors and residentsObjectives:

Development of public facilities such as parks, sport and recreational infrastructure Engage with business sector regarding affordability of goods Develop, in collaboration with stakeholders, a crime prevention strategy

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Develop, in collaboration with relevant government departments, sufficient available health services

Enhance access to public transport

Priority Issue: Develop environmental Policies and by lawsObjectives:

To address environmental challenges and compile strategies Wetland Protection Strategy Revised and implement Integrated Waste Management Strategy Develop and Implement Environmental by laws Develop, mechanism to ensure environmental accountability and reporting Provide local leadership on environmental sustainability and climate change

response

4.3.4 KPA 4: FINANCIAL VIABILITY

Priority Issues: The development of a financial plan with strategies to ensure that Karoo Hoogland will be a financial viable entity. Objectives:

To seek commitment of provincial treasury to assist with the development of a financial plan.

To convert to GAMAP/GRAP Standards Continuous focus on credit control

4.3.5 KPA 5: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT

Priority Issues: To establish proper administrative and institutional infrastructure to properly regulate the implementation of the IDPObjectives:

Implementation of the 15/16 Skills Development Plan

4.3.6 KPA 6: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Priority Issue: To ensure that the Constitution of South Africa is applied in Karoo Hoogland to improve the quality of life of all its citizens and to establish a society based on democratic values, social justice and fundamental human rights. Objectives

To actively involve the public in local government management To monitor and evaluate the performance of council in terms of its PMS Community Participation

CHAPTER FIVE: FINANCIAL PERFORMANCE

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This Key Performance Area is without any doubt the most important one, since no business or organization can fulfill its obligations without financial resources and sound financial management.

The performance of Karoo Hoogland during the year under review must be benchmarked against the performance during the previous financial years. While the 2008/09 and 2009/10 and especially 2010/11 saw a major improvement in the financial results and the Audit opinion, the 2012/13 showed a drastic decline in both the administration and financial viability of the Council.

The Annual Financial Statements for the three previous years were completed and is the Council waiting for the 2013/2014 financial report. The two previous reports were received and an audit recovery plan will be drawn up to rectify the various issues as indicated in the report.

Unaudited

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KAROO HOOGLAND LOCAL MUNICIPALITYREVENUE AND EXPENDITURE

ACTUAL VS BUDGET FOR THE YEAR ENDED 30 JUNE 2014MUNICIPAL VOTE CLASSIFICATION

Department Actual Income 2014

Actual Expenditure 2014

Surplus/(Deficit) 2014

Administration 598 776 4 455 989 (3 857 213)Cemetery 11 319 127 509 (116 191)Commonage 438 875 154 620 284 254Council General Expenditure 6 337 649 4 383 212 1 954 437Director Economic Development 1 485 151 730 (150 245)Director Finance 20 513 182 13 627 479 6 885 703Electricity 9 193 099 9 701 341 (508 242)Health 3 590 47 517 (43 927)Library 38 740 47 565 (8 825)Parks,Trees and Recreation 19 683 1 375 703 (1 356 020)Rates and Taxes 7 838 048 3 070 615 4 767 433Sanitation and Refuse 9 168 461 7 757 469 1 410 992Streets and Public Works 131 847 12 409 643 (12 277 797)Television - 497 (497)Townhall and Buildings 149 932 542 339 (392 407)Water 5 345 904 6 364 819 (1 018 916)Less: Inter-Departemental Charges -Total 59 790 589 64 218 048 (4 427 460)

UnauditedKAROO HOOGLAND LOCAL MUNICIPALITY

REVENUE AND EXPENDITUREACTUAL VS BUDGET FOR THE YEAR ENDED 30 JUNE 2014

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Actual 2014 Budget 2014 Variance 2014REVENUE

Property rates 4 499 439 5 399 848 (900 409)Government Grants and Subsidies 29 930 980 17 339 000 12 591 980Public contributions and Donations 1 485 - 1 485Fines 5 519 4 500 1 019Property rates penalies and Collection Charges 262 140 275 000 (12 860)Service charges 12 112 031 15 211 771 (3 099 740)Rental of facilities and equipment 695 194 691 500 3 694Interest earned - external investments 146 147 35 000 111 147Interest earned - outstanding debtors 525 780 400 000 125 780Licences and permits 78 792 550 78 242Agency services 220 798 243 000 (22 202)Other revenue 275 609 80 250 195 359Gains on disposal of PPE 234 907 - 234 907Total Revenue 48 988 821 39 680 419 9 308 402

EXPENDITURE

Executive and Council (2 961 668) (2 654 994) (306 674)Budget and Treasury (10 701 420) (8 494 422) (2 206 998)Civil Electr Technical - - -Corporate Services (3 850 432) (4 763 201) 912 769Planning and Development (151 730) (71 000) (80 730)Health (43 927) (10 400) (33 527)Community and Social (837 674) (869 373) 31 699Housing -Public Safety -Sport and Recreation (1 375 703) (1 045 378) (330 325)Waste Water Management (6 000 477) (6 281 305) 280 828Streets and Public Works (12 277 797) (1 951 027) (10 326 770)Water (5 762 345) (3 898 123) (1 864 222)Electricity (9 453 108) (9 569 443) 116 335Total Expenditure (53 416 281) (39 608 666) (13 807 615)

SURPLUS/(DEFICIT) FOR THE YEAR (4 427 460) 71 753 (4 499 213)


Due to the unfunded budget the correlation between actual and budget figures are distorted. Budgeted income was not achieved while the Budgeted Expenditure were in some instances exceeded. During the latter part of the period under review all expenditure not classified as essential, was curtailed. The result of this unfunded budget was a rapid deterioration in service delivery.

5.1 GRANTS

Grants received were expended during the period under review. Due to inadequate reporting certain expenditure were not claimed resulting in a cash flow problem. This situation was subsequently rectified and the outstanding funds were received.

5.2 SPENDING AGAINST CAPITAL BUDGET

5.2.1 CAPITAL EXPENDITURE

The funding for the capital budget is derived from Grants. All funds received were expended.

5.3 CASH FLOW MANAGEMENT AND INVESTMENTS

5.3.1 CASH FLOW

As set out in preamble the cash flow situation of the municipality is under severe pressure. On various occasions the municipality could not fulfill its obligations and were there R6, 01m in creditors that remained unpaid. This situation escalated further subsequently to the period under review. To rectify this situation Council has no alternative but to sell some of its unproductive assets to derive a positive cash flow. This will however only alleviate the symptoms and not the cause of the situation. It is imperative that expenditure be curtailed following corrective budgeting procedures.

Credit Control needs to be addressed urgently.

5.4 BORROWING AND INVESTMENTS

No funds were borrowed under the period of review.

5.5 OTHER FINANCIAL MATTERS

5.5.1 SUPPLY CHAIN MANAGEMENT

Due to the limited number of suppliers in the region it happens often that goods and services are procured from the sole suppliers. During the period under review the then Municipal Manager flaunted SCM regulations on a few occasions and were contractors

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appointed without following the correct procedures. These transgressions is pointed out in the Annual Financial Statements for review by the Auditor – General

5.5.2 GRAP COMPLIANCE

The Annual Financial Statements will be GRAP compliant and for this purpose Council appointed a qualified person to review the statements before submission.

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KAROO HOOGLAND MUNICIPALITY REVISED INTERGRATED DEVELOPMENT PLAN 2016 - 2017

CHAPTER SIX: PROJECTSProject Nr: 5.1.1 Project Name: Location: EIA Required:

PROPER HOUSING/EXISTING SETTLEMENTS

Ward 1, Ward 2, Ward 4

Objective: Indicators: Status: PRIORITYTo enhance sustainable service delivery through infrastructure development

Build 680 BNG top structures for beneficiaries

Planning and DesignBusiness plan

Project Output: Target Group/AreaInfrastructure for proper service delivery Communities in Fraserburg,

Williston and Sutherland

Main Activities: Responsible Person: 2012 2013 2014 2015 2016

Planning and DesignConstruction of internal ServicesConstruction of houses

Head Infrastructure 11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x x x x x x x x x x x x x x x x x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016

Financing Resources:

R 70 million × CoGHSTA

After considering the appropriate strategies the Municipality needed to consider the best way to implement these strategies. This was done through the identification and designing of projects. Projects that were identified but not completed in the previous IDP cycle were also included if they were still relevant to address an identified priority area.

KPA 2 SERVICE DELIVERY

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Project Nr: 5.1.2 Project Name: Location: EIA Required:

Eradication of UDS ToiletsWard 1 ,Ward 3

Ward 4

Objective: Indicators: Status: PRIORITYTo ensure a healthy environment for all residents with reference to combinable diseases

Business Plans needs to be develop

Project Output: Target Group/AreaProvision of Standard sanitation systems for all residents Communities Fraserburg,



MIG study will be compiled to determine statusHead Infrastructure 1

122 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4


Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 10 million MIG,NDM

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Installation of full waterborne sewer system


Objective: Indicators: Status: PRIORITYTo ensure proper operation and maintenance of existing infrastructure and equipment

Planning and design

Project Output: Target Group/AreaLack of infrastructure for proper service delivery Communities Fraserburg,


Main Activities: Responsible Person: 2012 2013 2014 2015 2016Replace individual septic tanks with full waterborne sewer systemReduce municipal capital and maintenance costs by removing suction trucksUpgrading of oxidation ponds completedPlanning and designConstruction


22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4


Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 50 million MIG

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Bulk water supply Ward 1, Ward 2, Ward 4 Objective: Indicators: Status: PRIORITYTo enhance sustainable service delivery through infrastructure development

Await approval and registration

Project Output: Target Group/AreaLack of infrastructure for proper service delivery Communities Williston and

Sutherland


Application and business planUpgrade of Internal NetworkGeohydrological studies completedWater source ie. Borehole developmentUpgrading of internal water network


22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 113 million MIG

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CEMETRIES Ward 1, Ward 2, Ward 4Objective: Indicators: Status: PRIORITYTo enhance sustainable service delivery through infrastructure development

Awaits Funding



Main Activities: Responsible Person: 2012 2013 2014 2015 2016EIA’S for new cemetery sites Head Infrastructure 1

122 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 300 000 00 DET,NDM,MIG

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Surfacing of existing gravel roads



Awaits MIG approval and registration

Project Output: Target Group/AreaSurfacing of internal gravel roads using labour intensive methodsManufacturing paving blocks on site using local labourSurfacing of roads with concrete paving blocks

Communities Fraserburg, Williston and Sutherland


Planning and design 2012Construction 2013 - 2015


22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 83 million MIG

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REFUSE REMOVAL Ward 1, Ward 2, Ward 4 Objective: Indicators: Status: PRIORITYTo ensure proper operation and maintenance of existing infrastructure and equipment

Business plans develop and summit




Licensing and upgrading Head Infrastructure11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 15 million ll MIG,EPIP

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ELECTRICAL INFRASTRUCTURE

Ward 2


Design Completed

Project Output: Target Group/AreaElectrical reticulation throughout Fraserburg is mainly by means of overhead 11kV and low voltageThe age of these networks are in excess of 40 years and have degraded to such a state that normal maintenance and refurbishment is not adequate anymore to ensure safe and reliable operationPublic lighting (High mass)



Feasibility for upgrading process completedAll design for upgrading process completedTender in hand for first phase of total project


22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 20 million MIG,DOE

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SPORTS AND RECREATIONAL FACILITIES


Objective: Indicators: Status: PRIORITYDevelop youth empowerment programmes Awaits MIG approval and

registrationProject Output: Target Group/AreaAddress social challenges that hinder economic development Communities Fraserburg,



Compilation of Business Plan Submission of Business Plan at MIG for Registration


22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 20 million MIG,NLDTF

101



Cross Cutting InfrastructureWard 1, Ward 2,Ward 3

Ward 4Objective: Indicators: Status: PRIORITYTo enhance sustainable service delivery through infrastructure developmentTo ensure proper operation and maintenance of existing infrastructure and equipment

Business Plans needs to be develop/Implementation




Upgrade of all major routesFabrication of stonesSafety of streets (Speed bumps)Upgrading of Playing groundsUpgrading of Community HallSignage Street names and NumbersUpgrading of pedestrians routesMultipurpose centerDriver License Testing CentreUpgrade of Swimming poolSolar geysers


22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 50 million MIG,NLDTF,NDM,DET,DP

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KPA 3 LOCAL ECONOMIC DEVELOPMENT


Tourism developmentWard 1, Ward 2,Ward 3

Ward 4Objective: Indicators: Status: PRIORITYDevelop tourism infrastructureDevelop skills and services related to tourism


Project Output: Target Group/AreaThe development of a tourism industry Communities Fraserburg,


Main Activities: Responsible Person: 2012 2013 2014 2015 2016Tourism training and AwarenessTourism MarketingRenovation of tourism officeUpgrading of Historical BuildingsRegistration of heritage sites eg; (Williston graveyard)Protection of Paleo SurfaceUpgrade of Museum FraserburgAgricultural tourism RouteEdu Tourism RouteTourism SignageKaroo Stars Indigenous knowledge posterIndigenous Plant posterTRANS KAROO MOUNTAIN BIKINGTraining of local Tourguides

LED ManagerIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R10 million P MIG,NLDTF,SKEPPIES,EPIP

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SMME DEVELOPMENTWard 1, Ward 2,Ward 3

Ward 4Objective: Indicators: Status: PRIORITYDevelop basic infrastructure on vacant municipal land e.g water, electricityEnhance skills and SMME development with a view to marketing services outside the region


Project Output: Target Group/AreaStimulate local economy Communities Fraserburg,


Main Activities: Responsible Person: 2012 2013 2014 2015 2016Skills Development/business development (i.e establish co operatives)Truck CentreRehabilitation of Fauna and FloraTulip ProjectOuplass Community DevelopmentConstruction of Corbel HouseStage and amphitheatreWilliston Nature reserveOutdoor community recreational facilityCleaning and Greening


11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

j

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 50 million MIG,NLDTF,SKEPPIES,SEDA,EPIP

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LITERACYWard 1 ,Ward 3

Ward 4Objective: Indicators: Status: PRIORITYEngage with relevant stakeholders regarding the enhancement of education in the areaProject Output: Target Group/AreaEducation, illiteracy and skills development Communities Fraserburg,



Skills developmentABETCompilation of a Community Profile


11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 150 000 00SAAO,DOL,NDM,DE,LGSETA

105



MORAL REGENERATIONWard 1 ,Ward 3

Ward 4Objective: Indicators: Status: PRIORITYEstablish, in consultation with stakeholders, a strategy for the management of alcohol abuse and related welfare challenges

Implementation

Project Output: Target Group/AreaAddress social challenges that hinder economic development Communities Fraserburg,



Youth DeskLED ManagerIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 1 million Social Development

106



SOCIAL DEVELOPMENT/CRIME PREVENTION

Ward 1 ,Ward 3Ward 4

Objective: Indicators: Status: PRIORITYDevelop youth empowerment programmesTo ensure a safe environment for all communities and visitors


Project Output: Target Group/AreaAddress social challenges that hinder economic development Communities Fraserburg,


Main Activities: Responsible Person: 2012 2013 2014 2015 2016Aids Awareness PreventionDevelop Crime Prevention StrategySocial Development ProgrammesDevelop by-lawsDevelop and support sport programmes and organizations

LED Manager 11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 1 millionNDM, SAPS, SKEP,

107



Health ServicesWard 1 ,Ward 2, Ward 3

Ward 4Objective: Indicators: Status: PRIORITYDevelop or identify infrastructure to support social welfare programmes.


Project Output: Target Group/AreaHIV Testing and educationTBAlcohol and Drug abuse



Identify key stakeholders both local, district and provincialArrange IDP conference for inputsCompilation of actions plan


11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 150 000 00 ll KHM,DOH,

108



Renewable EnergyWard 3 and Ward 4

Objective: Indicators: Status: PRIORITYAttract potential investors through incentive programmes Final EIA’s

Project Output: Target Group/AreaInfrastructure for proper service delivery Communities Sutherland and

surrounding areas

Main Activities: Responsible Person: 2012 2013 2014 2015 2016Identify key stakeholders both local, district and provincialArrange IDP conference for inputs and projects and progress Municipal Manager

Head InfrastructureIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 300 million ll MOYENG WIND,MAINSTREAM RENEWABLE POWER SA

109


KPA 4 FINANCIAL VIABILITY


Credit control Ward 1, Ward 2, Ward 4Objective: Indicators: Status: PRIORITYContinuous focus on credit control

Project Output: Target Group/AreaCommunities Fraserburg, Williston and Sutherland

Main Activities: Responsible Person: 2012 2013 2014 2015 2016Review credit control policy Municipal Manager

Head Finance11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 100 000 00l KHM

110


KPA 5 MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT


Institutional DevelopmentWard 1 ,Ward 3

Ward 4Objective: Indicators: Status: PRIORITYTo ensure a vibrant local economy Tender Awarded

Project Output: Target Group/AreaLocal people entering the business Communities Fraserburg,


Main Activities: Responsible Person: 2012 2013 2014 2015 2016Development of Performance Management SystemCompilation of Institutional Plan

Municipal ManagerHead Co-operativeHR ManagerIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


N/A K KHM, CoGHTSA

111


KPA 6 GOOD GOVERNANCE AND PUBLIC PARICIPATION


GovernanceWard 1 ,Ward 3

Ward 4Objective: Indicators: Status: PRIORITYTo ensure a vibrant local economy Construction Pending

Project Output: Target Group/AreaLocal people entering the business Communities Fraserburg,



Internal and External CommunicationImplementing ICTQuarterly NewslettersImbizo’sTransparencyWebsite Upgrade

Head Co-operativeIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x xx

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 50 000P KHM,

112


FUNDED PROJECTS FOR CURRENT FINANCIAL YEAR 2014/2015

For this current financial year council received funding for the upgrading of the Fraserburg Oxidation Pounds and a EPWP incentive grant for the upgrading of streets in Fraserburg, Williston and Sutherland.


Fraserburg Oxidation Pounds Ward 4Objective: Indicators: Status: PRIORITYTo enhance service delivery through infrastructure development

Construction High

Project Output: Target Group/AreaInfrastructure for proper service delivery Community of Fraserburg


Under ConstructionHead InfrastructureMunicipal ManagerIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x x

x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 8.8 millionP x x

xMIG

113



Upgrading of Streets Ward 1, Ward 2 and Ward 4

Objective: Indicators: Status: PRIORITYTo enhance service delivery through infrastructure development

Implementation High

Project Output: Target Group/AreaInfrastructure for proper service delivery Communities of Fraserburg,

Sutherland and Williston


Under constructionHead InfrastructureMunicipal ManagerIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 1 millionP x x

xMIG

114


FUNDED PROJECTS FOR THE 2015/2016 FINANCIAL YEAR

For the 2015/2016 financial year Council received funding for the Sutherland Storm Water Treatment Project, Williston Bulk Water Supply and a EPWP incentive grant for the upgrading of streets in Fraserburg, Williston and Sutherland.


Sutherland Storm Water Treatment

Ward 4


Awaits Construction High

Project Output: Target Group/AreaInfrastructure for proper service delivery Community of Sutherland


Awaits ConstructionHead InfrastructureMunicipal ManagerIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 3 893 535.00x x X MIG

115



Sutherland Internal Water Network

Ward 4


Awaits Funding High



Awaits FundingPhase 1 under construction

Head InfrastructureMunicipal ManagerIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 24 millionx x X MIG

116



Upgrading of Streets Ward 1, Ward 2, Ward 4Objective: Indicators: Status: PRIORITYTo enhance service delivery through infrastructure development

Awaits Funding High

Project Output: Target Group/AreaInfrastructure for proper service delivery Communities of Fraserburg,



Awaits FundingUnder Construction


11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 1 millionP x x X EPWP

117



Williston Bulk Water Supply Ward 1Objective: Indicators: Status: PRIORITYTo enhance service delivery through infrastructure development

Construction High

Project Output: Target Group/AreaInfrastructure for proper service delivery Community of Williston


Under ConstructionPhase 1 Impact study completed


11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 30 millionP x x X DWA (RBIG)

118


Integrated Development Planning is an instrument that enables all spheres of government to plan in encompassing manner. The Municipal Systems Act 32 of 2000 mandates a municipality to review its IDP on an annual basis and all projects that need to be implemented during a specific financial year within the municipality by sector departments must be included in the IDP.


Roggeveld Intermediate(Single ECD) Ward 4

Objective: Indicators: Status: PRIORITYTo enhance service delivery through infrastructure development.

Tender High


Main Activities: Responsible Person: 2012 2013 2014 2015 2016Tender needs to be awarded Department of Education

Department of Public Works11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 1 200 000.00P x x X DE

119



Nico Bekker Primary School(Double ECD) Ward 1


Tender High

Project Output: Target Group/AreaInfrastructure for proper service delivery Community of Williston


TenderDepartment of EducationDepartment of Public Works

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2012/2013

2013/2014

2014/2015

2015/2016


R 1 750 000.00P x x X DE

120


FUNDED PROJECTS FOR THE 2016/2017 FINANCIAL YEAR

For the 2016/2017 financial year Council received funding for the Sutherland Storm Water Treatment Project, Sutherland Sports Ground upgrading of the Fraserburg Power Supply and electrification of 15 BNG Houses, and a EPWP incentive grant for the upgrading of streets in Fraserburg, Williston and Sutherland and paving of streets in Sutherland.


Sutherland Bulk Water Ward 4 N/AObjective: Indicators: Status: PRIORITYTo enhance service delivery through infrastructure development

KPA 2 Construction High



Awaits ConstructionMunicipal ManagerHead of InfrastructureIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2013/2014

2014/2015

2015/2016

2016/2017


121


R 6 582.400.00 P x xX MIG

122



Sutherland Sport Ground Ward 4 N/AObjective: Indicators: Status: PRIORITY

Address social challenges that hinder economic development KPA 2/KPA 3Awaits Funding and

ImplementationHigh

Project Output: Target Group/Area

Develop or identify infrastructure to support welfare programmes

Community of Sutherland


Awaits ConstructionMunicipal ManagerHead of InfrastructureIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2013/2014

2014/2015

2015/2016

2016/2017


R 1 161.600.00P x x

X MIG

123



Upgrade of Streets Ward 1, Ward 2, Ward 4 N/AObjective: Indicators: Status: PRIORITY

To enhance service delivery through infrastructure development

KPA 2/KPA 3Awaits Funding High


Infrastructure for proper service deliveryCommunities of Fraserburg,



Awaits fundingMunicipal ManagerHead of InfrastructureIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2013/2014

2014/2015

2015/2016

2016/2017


R 1 millionP x x

X EPWP

124



Upgrading of Fraserburg Power Supply and

electrification of 15 BNG Houses

Ward 2 N/A

Objective: Indicators: Status: PRIORITY

To enhance service delivery through infrastructure development KPA 2 Awaits Funding and

ConstructionHigh


Infrastructure for proper service delivery Community of Fraserburg


Awaits Funding and ConstructionMunicipal ManagerHead Of InfrastructureIDP Manager

11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2013/2014

2014/2015

2015/2016

2016/2017


R 1 600 000.00P x x

X DOE

125



Williston Bulk Water Supply Ward 1 CompletedObjective: Indicators: Status: PRIORITY


ConstructionHigh


Infrastructure for proper service delivery Community Williston



11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2013/2014

2015/2016

2016/2017

2017/2018


R 16 000 000.00P x x

X RBIG

126



Sutherland Paving of Streets Ward 4 N/AObjective: Indicators: Status: PRIORITY


ConstructionHigh


Infrastructure for proper service delivery Community Sutherland



11

22 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

x x x

Cost : 2013/2014

2015/2016

2016/2017

2017/2018


R 1 000 000.00P x x

x MIG (Phula Nala)

127

KAROO HOOGLAND MUNICIPALITY REVISED INTEGRATED DEVELOPMENT PLAN 2016 - 2017

CHAPTER SEVEN: MUNICIPAL PLANS AND STRATEGIES

A key requirement of the IDP process is to achieve integration with the initiatives of other spheres of government, alignment between projects and programs and legislative requirements of sectoral legislation.

7.1 PLAN AND STRATEGIES

Plan/Policy Relevant Legislation StatusSDBIP MFMA COMPLETED

SPATIAL DEVELOPMENT FRAMEWOK

MUNICIPAL SYSTEMS ACT (Act 32 of 2000)

COMPLETED

DISASTERMANAGEMENT PLAN

DISASTER MANAGEMENT ACT

COMPLETED //TO BE REVIEWED

HOUSING PLAN MUNICIPAL SYSTEMS ACT

COMPLETED

LED STRATEGY MUNICIPALY SYSTEMS

ACT

COMPLETED // TO BE REVIEWED AND IMPLEMENTED

WATER SERVICE PLAN MUNICIPAL SYSTEMS ACT

COMPLETED

PERFORMANCE MANAGEMENT PLAN

MUNICIPAL SYSTEMS ACT

OUTSTANDING

EMPLOYMENT EQUITY REPORT MUNICIPAL SYSTEMSACT

COMPLETED NEEDS TO BE REVIEWED

SKILLS DEVELOPMENT PLAN MUNICIPAL SYSTEMSACT

COMPLETED NEEDS TO BE REVIEWED

ENVIRONMENTAL MANAGEMANT FRAMEWORK

COMPLETED

BIOREGIONAL PLAN DRAFT PLAN

7.2 ANNEXURES

ANNEXURE A: PROCESS PLAN

ANNEXURE B: TURN AROUND STRATEGY FOR LOCAL GOVERNMENT

ANNEXURE C: SPATIAL DEVELOPMENT FRAMEWORK

ANNEXURE D: DISASTER MANAGEMENT PLAN

ANNEXURE E: LED STRATEGY

ANNEXURE F: WATER SERVICE PLAN

ANNEXURE G: ENVIRONMENTAL MANAGEMENT FRAMEWORK

ANNEXURE H: BIOREGIONAL PLAN

128

KAROO HOOGLAND MUNICIPALITY REVISED INTEGRATED DEVELOPMENT PLAN 2016 - 2017

ANNEXURE I: KAROO HOOGLAND BUDGET 2015-2016

ANNEXURE J: MUNICIPAL BACK TO BASICS ACTION PLAN

129